Potential Mediators Sample Clauses

Potential Mediators. Up to date, most of the scholarly literature on mediation, as a form of third-party intervention, focused its attention on effectiveness (Xxx- xxxxxxx et al. 1991). However, directly related to the argument of effec- tiveness is the debate on the most suitable type of conflict manager to deliver a nonviolent resolution to a dispute. Xxxxxxx and Xxxxx (2006) made a noteworthy contribution in this regard. Their work on Militari- zed Interstate Disputes (MID) was an important effort to parse out the differences in efficiency between three forms of actors acting as media- tors: states, coalitions of states, and multilateral bodies. Their work departs from a historical analysis, which identifies a clear pattern of third party intervention by these three types of actors. As highlighted in their work, traditionally, states were the principal third parties because they were the only actors invested with legitimacy on the international level. In fact while the international system was xxxx- xxxxx by ‘realpolitik’ conceptions of interstate relations, management of conflicts was consigned mainly to the powerful states. However, quite often even the most powerful states were induced to form coalitions with other states, in order to create a more unbiased setting for nego- tiating peace. On the other hand, since the end of the Second World War, non-state actors (notably international organizations, and non-go- vernmental organizations) gradually became essential intermediaries. Following this line of thought Xxxxxxx et al. (1999) indicated a number of recent important developments in international politics that have changed both the content and the nature of international mediati- on. The end of the Cold War has untied (to a certain extent) internati- onal organizations from the preexisting bipolar constraints and allowed them to take on new roles in mediation and conflict management in general. Regional organizations and coalitions of small and medium si- zed powers have also become more active as mediators, facilitators and conflict managers. Even in cases where great powers have intervened due to domestic political pressure or because of threats to their national interests, there is seemingly greater willingness to share the costs of intervention with other international actors. As previously mentioned, given the high risks, costs and resources that mediation implies, motiva- tions for an outside actor to act as a mediator are found in their dome- stic and internati...
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Related to Potential Mediators

  • POTENTIAL SUBCONTRACTORS Nothing contained in this Agreement or otherwise, shall create any contractual relation between the STATE and any subcontractors, and no subcontract shall relieve the PURCHASER of his responsibilities and obligations hereunder. The PURCHASER agrees to be as fully responsible to the State for the acts and omissions of its subcontractors and of persons either directly or indirectly employed by any of them as it is for the acts and omissions of persons directly employed by the PURCHASER. The PURCHASER’S obligation to pay its subcontractors is an independent obligation from the STATE’S obligation to make payments to the Contractor. As a result, the STATE shall have no obligation to pay or to enforce the payment of any moneys to any subcontractor.

  • Team Teaching Unit members participating in team teaching assignments will receive formula hour credit in proportion to the percentage of in-class involvement. When team-taught class sizes exceed the normal, the formula conditions specified in Section 4.3.3 shall apply.

  • Contractor Key Personnel ‌ The Contractor shall assign a Corporate OASIS Program Manager (COPM) and Corporate OASIS Contract Manager (COCM) as Contractor Key Personnel to represent the Contractor as primary points-of-contact to resolve issues, perform administrative duties, and other functions that may arise relating to OASIS and task orders solicited and awarded under XXXXX. Additional Key Personnel requirements may be designated by the OCO at the task order level. There is no minimum qualification requirements established for Contractor Key Personnel. Additionally, Contractor Key Personnel do not have to be full-time positions; however, the Contractor Key Personnel are expected to be fully proficient in the performance of their duties. The Contractor shall ensure that the OASIS CO has current point-of-contact information for both the COPM and COCM. In the event of a change to Contractor Key Personnel, the Contractor shall notify the OASIS CO and provide all Point of Contact information for the new Key Personnel within 5 calendar days of the change. All costs associated with Contractor Key Personnel duties shall be handled in accordance with the Contractor’s standard accounting practices; however, no costs for Contractor Key Personnel may be billed to the OASIS Program Office. Failure of Contractor Key Personnel to effectively and efficiently perform their duties will be construed as conduct detrimental to contract performance and may result in activation of Dormant Status and/or Off-Ramping (See Sections H.16. and H.17.).

  • Supplier Diversity Seller shall comply with Xxxxx’s Supplier Diversity Program in accordance with Appendix V.

  • Influenza Vaccination The parties agree that influenza vaccinations may be beneficial for patients and employees. Upon a recommendation pertaining to a facility or a specifically designated area(s) thereof from the Medical Officer of Health or in compliance with applicable provincial legislation, the following rules will apply:

  • Independent Subrecipient Subrecipient shall be considered an independent contractor and neither Subrecipient, its employees, nor anyone working under Subrecipient shall be considered an agent or an employee of County. Neither Subrecipient, its employees nor anyone working under Subrecipient shall qualify for workers’ compensation or other fringe benefits of any kind through County.

  • Contractor’s Project Manager and Key Personnel Contractor shall appoint a Project Manager to direct the Contractor’s efforts in fulfilling Contractor’s obligations under this Contract. This Project Manager shall be subject to approval by the County and shall not be changed without the written consent of the County’s Project Manager, which consent shall not be unreasonably withheld. The Contractor’s Project Manager shall be assigned to this project for the duration of the Contract and shall diligently pursue all work and services to meet the project time lines. The County’s Project Manager shall have the right to require the removal and replacement of the Contractor’s Project Manager from providing services to the County under this Contract. The County’s Project manager shall notify the Contractor in writing of such action. The Contractor shall accomplish the removal within five (5) business days after written notice by the County’s Project Manager. The County’s Project Manager shall review and approve the appointment of the replacement for the Contractor’s Project Manager. The County is not required to provide any additional information, reason or rationale in the event it The County is not required to provide any additional information, reason or rationale in the event it requires the removal of Contractor’s Project Manager from providing further services under the Contract.

  • Panel Listing and number of Members that Network Providers have agreed to provide services for in accordance with this Contract.

  • Recognition of Union Stewards and Grievance Committee In order to provide an orderly and speedy procedure for the settling of grievances, the Employer acknowledges the rights and duties of the Union Stewards. The Xxxxxxx shall assist any Employee, which the Xxxxxxx represents, in preparing and presenting her grievance in accordance with the grievance procedure.

  • Employer Grievance The Employer may institute a grievance by delivering the same in writing to the President of the Local Union and the President shall answer such grievance in writing within five working (5) days. If the answer is not acceptable to the Employer, the Employer may, within ten (10) working days from the day the President gives her answer, give ten (10) working days notice to the President of the Local Union of its intention to refer the dispute to arbitration.

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