Organization Structure Sample Clauses

Organization Structure. 2.2.3.1. The ICDS Plan shall establish and maintain the interdepartmental structures and processes to support the operation and management of its MyCare Ohio line of business in a manner that fosters integration of physical health, behavioral health, and LTSS services. The provision of all services shall be based on prevailing clinical knowledge and the study of data on the efficacy of treatment, when such data is available and does not conflict with coverage requirements specified by CMS or ODM. 2.2.3.2. On an annual, and an ad hoc basis when changes occur, or as directed by ODM or CMS, the ICDS Plan shall submit to the CMT an overall organizational chart that includes senior and mid-level managers for the organization. 2.2.3.3. The ICDS Plan must have an administrative office located in Ohio.

Organization Structure. Each negotiating team shall consist of up to six representatives except by mutual agreement.

Organization Structure. The PRTPO shall have the following structure as set forth herein and as further described in the Bylaws.

Organization Structure. The Employer acknowledges that the current management ranks of Commander and Deputy Chief of Police represent the organizational structure of the Lynnwood Police Department and that the Employer agrees to bargain the effects of any reorganization of the Department impacting these ranks. The Guild recognizes the Chief of Police retains discretion to rotate assignments as the Chief sees fit.

Organization Structure. The ICLN organization structure is as follows: At the strategic level, the Joint Leadership Council (JLC) is composed of senior leadership members from each of the signatory D/As and is charged with helping to ensure that the appropriate strategy is in place to support an effective all-hazard laboratory response capability. The JLC provides advice and advocacy to senior Federal Government leaders with the objective of aligning and supporting an appropriate strategy and requisite funding with appropriate consideration of capability gaps in effective laboratory testing for detection and response to health and national security emergencies.  The JLC is chaired by the DHS Office of Health Affairs (OHA) representative to the JLC and meets annually with the Network Coordinating Group (NCG). The JLC is administratively supported by DHS OHA.  Each signatory from the member organizations designates a JLC representative or representatives for the respective organization with the ability to obtain decisions regarding budgets and policies. The JLC representative will make provisions for a responsible alternate designee to ensure continuity on issues and presence at all meetings. At the discretion of the JLC, additional senior leadership representatives from a signatory organization may accompany the signatory’s representative/designee to JLC meetings.  The JLC: o Guides the ICLN in system-wide strategic planning through the NCG; o Promotes coordinated initiatives and implementation thereof, consistent with applicable authorities and funding restrictions of signatory organizations; o Reviews ICLN strategic plans and supports coordinated Federal budget development; o Makes recommendations on issues elevated by the NCG in the best interest of the ICLN as a whole; and o Approves inclusion of additional networks into the ICLN and modifications to this MOA. At the operational level, the NCG is composed of representatives from signatory D/As and the operational leaders of the individual laboratory networks. The NCG is charged with promoting enhanced capability, capacity, and integration of network functions. The NCG is chaired by DHS OHA and meets monthly.  Each of the signatories intend to support one or more senior representatives who have: o Authority to obtain network decisions and decisions on the commitment of resources rapidly; o Knowledge of laboratory practices and testing capacity, network operations, and policies and emergency response practices; o Knowledge o...

Organization Structure. The Company will establish the following organization structure: (a) the Company shall, directly or through one or more intermediate holding companies, form a wholly owned subsidiary in China (the “Subsidiary”) which will be engaged in conducting or arranging clinical studies for the New Drugs; (b) the Company shall have a board of directors initially consisting of 3 directors, one of such directors to be appointed by Can-Fxxx and two by Morningside; after the issuance of additional New Shares pursuant to Clause 1.3(b), each Party shall have the right to appoint such number of directors In proportion to its shareholding percentage in the Company, provided however that so long as Can-Fxxx’x equity in the Company remains over 5%, Can-Fxxx shall have the right to appoint one director of the Company; (c) the Company shall form a drug development steering committee which will include Can-Fxxx designees.

Organization Structure. The MAGIC collaboration was constituted in 1998 and is composed at time of writing the present document by over 150 scientists and technicians from 18 institutes (see list of institution signatures in section 16 below). The organization of the MAGIC collaboration is structured into three levels: • An Executive Board • A Collaboration Board • The members of the MAGIC Collaboration

Organization Structure. (a) Set forth on Schedule 6.15 is a complete and accurate list of all Subsidiaries of the Borrower. Information on Schedule 6.15 includes jurisdiction of incorporation, the number of shares of each class of capital stock or other equity interests outstanding, the number and percentage of outstanding shares of each class owned (directly or indirectly) by the Borrower; and the number and effect, if exercised, of all outstanding options, warrants, rights of conversion or purchase and all other similar rights with respect thereto. The outstanding capital stock and other equity interests of all such Subsidiaries is validly issued, fully paid and non-assessable and is owned by the Borrower, directly or indirectly, free and clear of all Liens. Other than as set forth in Schedule 6.15 no Subsidiary of the Borrower has outstanding any securities convertible into or exchangeable for its capital stock nor does any such Person have outstanding any rights to subscribe for or to purchase or any options for the purchase of, or any agreements providing for the issuance (contingent or otherwise) of, or any calls, commitments or claims of any character relating to its capital stock. Sarasota does not have any Subsidiaries. (b) Also identified on Schedule 6.15 is the jurisdiction of incorporation of the Borrower and Sarasota, the number and percentage of outstanding shares of capital stock or other equity interests outstanding in the Borrower and Sarasota; and the number and effect, if exercised, of all outstanding options, warrants, rights of conversion or purchase and all similar rights with respect to shares of Borrower and Sarasota. The outstanding capital stock and other equity interests of the Borrower and Sarasota is validly issued, fully paid and non-assessable and is owned by the Parent, directly or indirectly, free and clear of all Liens. Other than as set forth in Schedule 6.15 neither the Borrower nor Sarasota have outstanding any securities convertible into or exchangeable for its capital stock nor does any such Person have outstanding any rights to subscribe for or to purchase or any options for the purchase of, or any agreements providing for the issuance (contingent or otherwise) of, or any calls, commitments or claims of any character relating to its capital stock.

Organization Structure. (a) As of the date hereof, Schedule 5.14, attached hereto and made a part hereof, sets forth (i) the correct name of each Subsidiary and its jurisdiction of organization; (ii) the name of each of each Obligor’s Affiliates (including, without limitation, any joint ventures) and the nature of the affiliation; (iii) the number, type or class, and name of the holder of all issued and outstanding Equity Interests of each Obligor and each of its Subsidiaries, together with the number and percentage of Equity Interests held by each such holder; and (iv) the number of authorized and issued Equity Interests (and treasury shares) of each Obligor and each Subsidiary, by type or class. (b) Each Obligor has good title to all of the Equity Interests that it purports to own of each of its Subsidiaries, free and clear in each case of any Lien other than Permitted Liens. All such Equity Interests have been duly issued and are fully paid and non-assessable. Since the date of the last audited financial statements of the Consolidated Companies or, as applicable, each Obligor and its Subsidiaries delivered to Lender, no Obligor has made, or obligated itself to make, any Restricted Payment, except as otherwise permitted hereunder. Except as set forth on Schedule 5.14, there are no outstanding options to purchase, or any rights or warrants to subscribe for or acquire, or any commitments or agreements to issue or sell, or any Equity Interests or obligations convertible into, or any powers of attorney relating to, Equity Interests issued by an Obligor or any of its Subsidiaries. Except as may be set forth on Schedule 5.14, with respect to ENGlobal Holdings’ ownership interest in the Equity Interests of any of its Subsidiaries, there are no outstanding agreements or instruments binding upon ENGlobal Holdings relating to such Equity Interests issued by any of its Subsidiaries relating to the ownership thereof.

Organization Structure. Plaques designating the China–U.S. XXX Policy Lab will be officially displayed in both the U.S. and China. The Chinese executive agency is the Automotive Industry Policy Research Department of CATARC, led by XXXXXX’s executive in charge of new energy vehicles. The U.S. executive agency is ITS-Xxxxx and the Policy Institute. The Director of C-CET will be in charge on their behalf. The China–U.S. XXX Policy Lab will be staffed by researchers from both parties. Overseeing the China–U.S. XXX Policy Lab is the Board of Advisors, composed of officials from the government agencies in charge of ZEVs/new energy vehicles in both countries and relevant senior experts. The principal official from the Industry Coordination Bureau of the National Development and Reform Commission and the principal official from CARB will be invited to be co-chairs of the advisory board. The members of the board also include the CATARC director; directors of ITS-Xxxxx, the Policy Institute, and ITS-Xxxxx’ Plug-in Hybrid & Electric Vehicle Research Center; and representatives from major international and Chinese vehicle and energy companies. The Board of Advisors will meet annually to provide guidance to the China–U.S. XXX Policy Lab on the coming year’s research direction and goals. Board of Advisors Chinese participants: • Board of Advisors Co-chair: Department Chief Xxxx Xx, the Industry Coordination Bureau of the National Development and Reform Commission • Executive Agency: Automotive Industry Policy Research Department of CATARC • Primary Executive Contact: CATARC’s executive in charge of new energy vehicles (Deputy Director Xxxxxx Xx) Board of Advisors U.S. participants: • Board of Advisors Co-chair: Xx. Xxxxxxx Xxxxx, Deputy Executive Officer, CARB • Executive Agency: UC Xxxxx Institute of Transportation Studies and Policy Institute • Primary Executive Contact: Director of ITS-Xxxxx’ China Center for Energy and Transportation (Director Xxxxxx Xxxx)