Management Strategy. Primary Strategy – Avoid by design. Maintain heritage place data in BHP Billiton Iron Ore’s HIMS and appropriate spatial layer; and Complete PEAHR process to ensure compliance and protection. - Secondary Strategy - If heritage place cannot be avoided. Determine the previous commitments made by BHPBilliton Advise the business of the material risk; Consult with Banjima; Create a Cultural Heritage Management Plan (CHMP) for the place with management strategies; Apply for consent to disturb place – Section 18 application (AHA) (if required); and Undertake any agreed commitments to mitigate the loss of the site. .
Management Strategy. Primary Strategy – Avoid by design. Maintain heritage place data in BHP Billiton Iron Ore’s HIMS and appropriate spatial layer; and Complete PEAHR process to ensure compliance and protection. - Secondary Strategy - If heritage place cannot be avoided. Determine the contractual obligations on BHP Billiton Iron Ore and the Native Title Party in the agreement; Consult with Banjima; Initiate the specific heritage protocols of the agreement associated with this place; Advise the business of the material risk; Create a Cultural Heritage Management Plan (CHMP) for the place with specific management strategies; Apply for consent to disturb place – Section 18 application (AHA) (if required); and Undertake any agreed commitments to mitigate the loss of the site.
Management Strategy. Primary Strategy – Avoid by design. Maintain heritage place data in BHP Billiton Iron Ore’s HIMS and appropriate spatial layer; and Complete PEAHR process to ensure compliance and protection. - Secondary Strategy - If heritage place cannot be avoided. Advise the business of the risk; Consult with Banjima; Apply for consent to disturb place – Section 18 application (AHA); and Undertake any agreed commitments to mitigate the loss of the site.
Management Strategy. General
1. Digital recording of cultural information – BHP Billiton Iron Ore to work with the Banjima people to facilitate the digital recording and collection of cultural information associated with the sites that were relocated as part of the project.
Management Strategy. Is the consultant's strategy to ensure a quality product reasonable? • Does the consultant's Project Manager have experience in managing the components of this project?
Management Strategy. Please outline for the board of directors, your investment management strategy. _________________ _________________ Please outline for the board of directors, your business plan for managing the hosting investment funds. _________________ _________________ Please outline for the board of directors, how you will operate with routine investments and how when dealing with exceptions, and when will “routine” apply and when will “exceptions” apply. _________________ Please outline for the board of directors, the most extreme investment management strategy you have operated and your reasons for such operation, by describing the circumstances. _________________
Management Strategy. 1138 The contractor shall provide a management strategy for implementing each service 1139 category. The contractor shall identify processes and procedures that the contractor will 1140 employ and shall describe the overall management strategy to: 1141 (a) Operations 1142 (b) Logistics 1143 (c) Staffing and responsibilities
Management Strategy. 1 (RM – SIBEC)
Management Strategy. 4 (Full – Guru)
Management Strategy. 7.1 A Management Committee will be established in accordance with the terms of reference and constitution of Schedule 3 to this Agreement. The Facility will be managed on a day to day basis by the School, in the same way that the rest of the school infrastructure and buildings are managed. The Community Building is very much being delivered under a partnership model agreement, with an equal responsibility of both the Council and the School. The table in 7.2 provides a high level overview of the roles and responsibilities.
7.2 Membership shall include representative(s) (or their nominee) from each of the following: Building Construction and Provision SMBC (Solihull Metropolitan Borough Council) – through S106 capital contributions. Provision of Land DHCS (Xxxxxxx Xxxxx Community Primary School) Ongoing revenue costs DHCS – However this will be supported by additional income generated by leasing other areas in the school now available due to the extra capacity for current groups i.e. scouts and other income opportunities available. SMBC will fund future material costs and building repairs. Day to day management of the building DHCS supported by a lead officer from SMBC Facility bookings and calendar management DHCS Building Cleaning DHCS
7.3 Governance of the building will be will be undertaken by a committee of key nominated leads from both SMBC and DHCS. Xxxxxxx Xxxxx Community Facility Management Committee will consist of the following representation: o Head of Public Realm – SMBC o Head Teacher – DHCS o Public Realm Manager – SMBC o School Bursar – DHCS o Community Governor – DHCS o Local Authority Governor and School Premises Chair – DHCS o Council Elected Xxxx Member Representative
