Outside Advisors. With regard to the matters covered by this Article 7, the Trustee may consult with counsel or other experts of its own selection, and the advice or opinion of such counsel and experts with respect to legal matters or advice within the scope of such experts' area of expertise shall be full and complete authorization and protection in respect of any action taken, suffered or omitted by it hereunder in good faith and in accordance with such advice or opinion; such counsel may be, but shall not be limited to, counsel to the Depositor or any of its Affiliates, and may include any of its employees. Any expenses or fees incurred as a result of the Trustee consulting with such experts shall be borne by the Up-MACRO Holding Trust as provided for in the Up-MACRO Holding Trust Agreement.
Outside Advisors. The Committee shall have the authority, in its sole discretion, to select, retain and obtain the advice of a director search firm as necessary to assist with the execution of its duties and responsibilities as set forth in this Charter. The Committee shall set the compensation, and oversee the work, of the director search firm. The Committee shall have the authority, in its sole discretion, to retain and obtain the advice and assistance of outside counsel and such other advisors as it deems necessary to fulfill its duties and responsibilities under this Charter. The Committee shall set the compensation, and oversee the work, of its outside counsel and other advisors. The Committee shall receive appropriate funding from the Company, as determined by the Committee in its capacity as a committee of the Board, for the payment of compensation to its compensation consultants, outside counsel and any other advisors. Any director search firm, outside counsel and any other advisors retained by the Committee shall be independent, as determined in the discretion of the Committee.
Outside Advisors. The power to engage attorneys, consultants, accountants and other agents and representatives of the Operating Company.
Outside Advisors. In furtherance of the Committee’s purpose, the Committee has the authority to retain such outside counsel, experts, consultants, and other advisors as it determines appropriate, which may include outside counsel, experts, and other advisors already retained by the Company. The Company shall be responsible for paying the reasonable fees and expenses of such advisors.
Outside Advisors. In the course of fulfilling its duties, the Audit Committee shall have, to the extent it deems necessary, the authority to retain outside legal, accounting or other advisors, who shall be appropriately compensated, as determined by the Audit Committee. The amount of such compensation may be treated as an expense of the Partnerships to the extent permitted by the Partnerships’ limited partnership agreements.
Outside Advisors. The Committee shall have the authority to advise on and recommend to the full Board regarding the need for retaining any outside counsel, experts, or other advisors it determines appropriate to assist it in the full performance of its functions.
Outside Advisors. The Committee shall have the authority, in its sole discretion, to engage or obtain advice or assistance from compensation consultants or legal, accounting or other professional advisors as the Committee considers necessary or appropriate to perform its duties hereunder. The Committee shall be responsible for the appointment, compensation, and oversight of any consultants or professional advisors retained by the Committee. The Company shall provide appropriate funding, as determined by the Committee, for payment of compensation to the consultants and advisors engaged by the Committee, as well as funding for the payment of ordinary administrative expenses of the Committee that are necessary or appropriate in carrying out its responsibilities. In retaining or seeking advice from compensation consultants and other advisors (other than the Company’s in-house counsel), the Committee must take into consideration the factors specified in NASDAQ Rule 5605(d)(3)(D). The Committee may retain, or receive advice from, any such consultants or advisors, including ones that are not considered to be independent, after considering the specified factors. The Committee is not required to assess the independence of any compensation consultant or other advisor that acts in a role limited to: (i) consulting on any broad-based plan that does not discriminate in scope, terms or operation in favor of Executive Officers or directors and that is generally available to all salaried employees; or (ii) providing information that is not customized for a particular company or that is customized based on parameters that are not developed by the consultant or advisor, and about which the consultant or advisor does not provide advice. The Committee shall not be required to implement or act consistently with the advice or recommendations of any compensation consultant or other advisor retained by the Committee, and the authority granted to the Committee herein shall not affect the ability or obligation of the Committee to exercise its own judgment in the fulfillment of its duties. The Committee shall:
Outside Advisors. The GSC shall have the authority, in its sole discretion, to retain and obtain the advice and assistance of outside counsel, and such other advisors as it deems necessary to fulfill its duties and responsibilities under this Charter. The GSC shall set the compensation and oversee the work of its outside counsel, and any other advisors. The GSC shall receive appropriate funding from the Company, as determined by the GSC in its capacity as a committee of the Board, for the payment of compensation to outside counsel and any other advisors.
Outside Advisors. What is the extent of the rela- tionships between the group and its attorneys, accountants, consultants, fi- nancial planners, and others? Request an interview with one or two of these Medicare in the last two years? A “yes” answer to any of these indi- xxxxx potentially noncompliant ac- tivity. Ask a healthcare attorney to investigate these issues sooner rather than later. Are there any hospital mergers, practice mergers, ambulatory sur- xxxx center developments, account- able care organizations, or clinically integrated networks forming? It is important to be aware of such con- solidations, particularly if they in- explaining financial reports. He or she also may be successful at obtain- ing reports and data that the typical recruit cannot. An operational assess- ment goes hand in hand with a re- view of financial data. It’s often over- looked due to the fact that many op- erational aspects of healthcare deliv- ery are not understood by physicians. If that is the case, engage a consul- tant or other expert to advise you, but be sure to personally conduct the waiting room reconnaissance mis- sion. Whether positive or negative, the results will be eye-opening. PM advisors to learn their perspectives volve your specialty. Inquire about about the physicians. Pay attention to whether the organization relies on any one advisor in particular, because this may indicate a lack of diversity in guidance and, potentially, tunnel vision on the part of leadership.
