Governance and Oversight. 11 ARTICLE V – TEACHER’S RIGHTS 18 ARTICLE VI - EMPLOYMENT CONDITIONS 28 ARTICLE VII – ASSESSMENT/PROFESSIONAL DEVELOPMENT 41 ARTICLE VIII – TRNSFERS/SURPLUS 44 ARTICLE IX – LEAVES OF ABSENCE 50 ARTICLE X - GRIEVANE PROCEDURE 59 ARTICLE XI – ACCOUNTABILITY/CHALLENGED 62 ARTICLE XII – COMPENSATION 64 ARTICLE XIII – EMPLOYEE BEENFITS 74
Governance and Oversight. 17 10.01 Appointment and Role Contract Managers.................................17 10.02 Appointment and Role Steering Group....................................17
Governance and Oversight i) The PathCare Group has a Board of Governors that is responsible for oversight and governance. The Board of Governors is elected from partners in the practice as well as non-executive members with specialist skills including but not limited to law, human resources, accounting and information technology
Governance and Oversight. The Helpline shall operate under the auspices of the AAA, which is governed by representatives of the diverse interest of the community.
Governance and Oversight. 10 ARTICLE V – TEACHER’S RIGHTS 17
Governance and Oversight. ● Ensure that UCA complies with all applicable federal, state, and local laws and regulations and that it remains committed to its established mission. ● Put the interests of UCA before any personal or professional concerns and avoid potential conflicts of interest, which includes not participating in discussions and votes where you have a conflict of interest. ● Stay informed about what's going on in UCA by asking questions, requesting information and being a visible participant in school events/activities. ● Actively participate in organizational planning and decision-making and make sound and informed judgments by speaking if I have questions or concerns. ● Serve as a trusted advisor to the Superintendent as s/he develops and implements UCA’s strategic plan. ● Review outcomes and metrics created by UCA for evaluating its impact, and regularly measuring its performance and effectiveness using those metrics; reviewing agenda and supporting materials prior to board and committee meetings. ● Act in a fiduciary role by maintaining oversight of UCA’s finances. Board Members must evaluate financial policies, approve annual budgets, and review periodic financial reports to ensure that UCA has the necessary resources to carry out its mission and remains accountable to its donors and the general public. ● Ensure confidentiality is maintained for all issues not subject to public review. ● Contribute to an annual performance evaluation of the Superintendent. ● Assist the Superintendent and Board Chair in identifying and recruiting other Board Members. ● Partner with the Superintendent and other Board Members to ensure achievement in the policies and practices of Uwharrie Charter School ● Serve on committees or task forces and take on special assignments. ● Represent UCA to stakeholders; acting as an ambassador for the organization. ● Understand our constituencies' needs and value to UCA, speak out for their interests, and on their behalf. Hold the organization accountable. ● Ensure UCA’s commitment to a diverse Board and staff that reflects the communities UCA serves. ● Work in good faith with staff and other Board Members as partners toward achievement of our goals.
Governance and Oversight. Primary responsibility for the operation of the XXXX is assigned to the Austin Police Department (APD). The Center’s governance shall consist of an Executive Board, Operational Management Team, Center Director, and Privacy Officer, each described below.
A. The Executive Board shall be comprised of the heads of the five major Law Enforcement entities in the Austin-Round Rock metropolitan area, or their designee(s), and chaired by the APD police chief or designee. The Executive Board shall meet as needed and agreed upon by Board members. This Board shall:
a. Resolve conflicts or disputes that might arise related to policy or mission;
b. Establish protocol concerning the treatment of violations of this Agreement;
c. Control the dissemination of any information produced by XXXX including specific alerts and bulletins to agencies inside and outside the region;
d. Resolve disputes between Partner Agencies arising from the operation and activity of the XXXX; and
e. Review and update the XXXX Privacy Policy annually based upon recommendations by the Privacy Policy Advisory Committee (described below), and changes in applicable law;
f. Shall provide an annual report to Partner Agencies on the status and efficacy of the Privacy Policy and XXXX based upon internal and external audits conducted and/or coordinated by the XXXX Operational Management Team (described below).
B. The APD police chief or designee will appoint a Center Director, who will be responsible for the day to day operation of the Center. The Center Director will establish needed procedures, practices and protocols and utilize advanced software, information technology tools. The Center Director will also develop physical security measures to ensure information and intelligence are protected from unauthorized access, modification, theft or sabotage, whether internal or external, or disasters or intrusions by natural or human causes, and that such information and intelligence is only accessed by authorized personnel with the appropriate access and need to know or right to know.
C. The XXXX Operational Management Team (Management Team) will be responsible for: technology, use of XXXX information and intelligence databases, conducting and/or coordinating internal and external audits, and investigating misuse of the Center’s data resources.
D. XXXX shall have a trained Privacy Officer who is appointed by the Center Director and who assists the Management Team in investigating violations of this policy. The ...
Governance and Oversight. MET’s formation as a cooperative, with joint obligation to pay for the aqueduct and joint access to the water it would bring, overcame the collective action problem that a profit-motivated company would en- 1The cooperative cannot distribute profits, but it can retain profits to pay for future cooperative activities.
2.1. COOPERATIVE STRUCTURE Area (mi2) Pop (000s) Year Joined Board Seats % Votes Share of Sales (1979–2005) Water Uses Urban/Ag (%) Water Sources Local/MET (%) 2005 Pref. Rights (%) Anaheim 50 340 1928 1 1.7 1.3 100/ 0 75/25 0.93 Xxxxxxx Hills 6 41 1928 1 0.9 1.7 100/ 0 14/86 1.01 Burbank 17 105 1928 1 0.9 1.0 100/ 0 50/50 0.95 Calleguas MWD 395 517 1960 1 4.0 5.4 84/16 24/76 3.75 Central Basin MWD 227 1,400 1954 2 5.5 5.7 100/0 65/35 7.78 Compton 8 93 1931 1 0.2 0.2 100/0 47/53 0.26 Eastern MWD 555 105 1951 1 2.8 2.9 74/ 26 20/80 3.00 Foothill MWD 22 80 1953 1 0.6 0.6 100/ 0 40/60 0.68 Fullerton 22 134 1931 1 0.7 0.7 100/ 0 66/34 0.59 Glendale 31 200 1928 1 1.1 1.4 100/ 0 15/85 1.28 Inland Empire MWD 242 700 1951 1 3.8 3.0 100/ 0 70/30 2.43 Las Virgenes MWD 000 00 0000 1 0.9 1.0 99/ 1 0/100 0.77 Long Beach 50 487 1931 1 1.8 2.5 100/ 0 51/49 2.61 Los Angeles (LADWP) 465 3,849 1928 4 19.0 10.3 100/ 0 70/30 21.38 MWD of Orange County 600 2,000 1951 4 17.1 14.8 97/ 3 50/50 13.96 Pasadena 26 160 1928 1 0.9 1.2 100/ 0 40/60 1.08 San Xxxxxxxx 2 24 1971 1 0.1 0.0 100/ 0 100/0 0.10 San Marino 4 13 1928 1 0.2 0.0 100/ 0 90/10 0.21 Santa Xxx 27 347 1928 1 1.1 0.8 100/ 0 66/34 0.77 Santa Xxxxxx 8 90 1928 1 1.1 0.6 100/ 0 18/82 0.90 SDCWA 1,457 2,840 1946 4 18.3 26.6 85/15 15/85 16.16 Three Valleys MWD 133 600 1950 1 2.5 3.5 100/ 0 40/60 2.55 Torrance 20 112 1931 1 1.1 1.1 100/ 0 8/92 1.18 Upr. San Xxxxxxx MWD 144 900 1960 1 3.5 2.3 100/ 0 20/80 3.89 West Basin MWD 185 900 1948 2 6.6 8.7 100/ 0 20/80 8.22 Western MWD 509 600 1954 1 3.6 3.7 68/32 76/24 3.56 TOTALS/AVERAGES 5,327 16,702 37 100 100 93/7 38/62 100 2.1. COOPERATIVE STRUCTURE 13 counter if it tried to build the aqueduct and then find consumers for the water, a partic- ularly acute problem with water infrastruc- ture (Xxxxxxxx, 2005).2 Because MET is a cooperative, it reg- ulates itself in making decisions on pric- ing, hiring, capital expenditures, etc.3 The problem with this system—as Xxxxx (1971) notes—is its one-size-fits-all nature. Polices that apply to all members are approved by a majority vote, and these votes will be more contentious when members’ characteristics diverge. (This problem...
Governance and Oversight. In an effort to ensure that the shared guiding principles and programmatic aims are met, the parties agree to: Establish a PHAST Leadership Team, an inter-agency oversight body, which will be co-led by the both the Commissioner/Lead Executive of ENTITY A and the Commissioner/Lead Executive of ENTITY B. The PHAST Leadership Team shall be comprised of the Commissioner/Lead Executive of ENTITY A (or designee), the Commissioner/Lead Executive of ENTITY B (or designee), and a member(s) of each programmatic management team (to be appointed by the respective agency commissioners). Have equal authority and decision making for all joint programs/initiatives. Information Sharing. PHAST Leadership Team members may request and share information from/with the PHAST, in accordance with applicable laws, rules, regulations and data use agreements, if applicable. Confidentiality of Records. ENTITY A and ENTITY B agree to hold all individually identifiable information obtained, learned or developed under, or in connection with, this Agreement confidential in accordance with applicable federal, state, and local laws, rules and regulations and, where applicable, ENTITY A and ENTITY B confidentiality procedures. The provisions of this Section shall remain in full force and effect both during and after any termination of this Agreement.
Governance and Oversight. 1 LASO & CIU Responsibilities
