Risks and Issues Sample Clauses

Risks and Issues. 2.1.1.4 Incidents (a) Incidents Closed by Category
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Risks and Issues. 5.6.1 The management of risks and issues is of critical importance both to the Authority and the overall delivery of the Census. Hence, the Authority adopts a policy of “No Surprises” to ensure that any risks or issues are highlighted if their overall assessment is medium or high. The Service Provider must have in place an appropriate risk and issue management strategy, including a suitable management plan, for the delivery, data management and support of services to be provided under the Contract. The Service Provider must comply with the Rectification Plan process detailed in the Contract (Clause 26.3) and must inform the Authority immediately of any new, known or foreseeable risks or issues which may have an impact on timescales, quality or cost of the Contract. The Service Provider must work with the Authority to manage risks and issues throughout the delivery of the Contract. Response
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Risks and Issues. A list of the key risks and issues that are apparent at the time of writing the Statement of Work. By signing the Statement of Work the client is signifying the acceptance of these risks and issues and the fact that they could impact the delivery of the Services.
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Risks and Issues. The following section provides an overview of things that have affected delivery and that you are working to address (issues), and things that might impact in the future and you are working to mitigate against (risks). It is expected that there will be risks and issues with any project. Top 3 Issues Description Severity (L, M, H) Actions being taken and progress being made. Click here to enter text. Select. Click here to enter text. Click here to enter text. Select. Click here to enter text. Click here to enter text. Select. Click here to enter text. Top 3 Risks Description Prob- ability (L, M, H) Impact (L, M, H) Risk level (L, M, H) Mitigating actions and progress being made Assessment post mitigation (L, M, H) Click here to enter text. Select. Select. Select. Click here to enter text. Select. Click here to enter text. Select. Select. Select. Click here to enter text. Select. Click here to enter text. Select. Select. Select. Click here to enter text. Select. Sign-off Grant Recipient:- I confirm that on the basis of the information provided in this report, progress and costs are accurate and in compliance with the terms and conditions of the Grant Agreement Name Click here to enter text. Position Click here to enter text. Treasurer, Finance Officer or equivalent:- I certify to the best of my knowledge and belief that: a) The information provided is correct; and no other specific Exchequer grants, other grants or contributions have been or will be payable for the expenditure in respect of the grant being claimed; b) The expenditure has been incurred only for the purposes set out in the terms and conditions of the grant agreement for the above grant stream. Name Click here to enter text. Position Click here to enter text. OPCC Sign-off (Internal use only) Name Click here to enter text. Position Click here to enter text. Payment details Bank account number:- 00000000 Sort code:- 00-00-00 Contact details Project Lead: Name Click here to enter text. Telephone Number and Email Address Click here to enter text. Treasurer, Finance Officer or equivalent for any queries on this return:
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Risks and Issues. There are a number of key risks/issues that could be associated with the provision of services to meet the Authority’s requirements. These risks are detailed below. Non-urban vs urban: Non-urban locations can be affected by limited numbers of interpreters available in the area, whilst urban locations can suffer due to high language demand. To minimise any impact this could have on our services we use in-house management information combined with historic management information of the CJS to determine areas of focus in the recruitment of linguists. We will use such means as educational facilities, local charities and community centres, recruitment fairs and leverage of our existing network of linguists to meet demand in both rural and urban parts of the country. Potential lack of interpreter engagement: There are some interpreters who currently work a limited number of hours per month in the CJS sector and will not accept assignments from any agency. These individuals therefore choose to work independently for a select number of clients, usually Courts or Custody Suites, where they work for a limited number of hours given the level of pay they can achieve from this. We do not envisage this causing any problems for the provision of the contract but it is certain that a small number of existing interpreters, that provide services to and are familiar with the CJS, will refuse to work under an outsourced contract in the future. In the Northwest, we have encountered a group of interpreters who have attempted to resist the outsourcing by the Police Services and have refused to accept assignments via Applied Language Solutions or any other agency. Through targeted recruitment and sponsorship of linguist training, we have fully mitigated this problem and achieved a consistent fulfilment rate of 99% with Police and HMCS assignments. Attractiveness of career: The attractiveness (or lack of attractiveness) of a career as a linguist can pose a risk to the availability and recruitment of newly qualified interpreters. Low pay and a low demand for their language in their area of residence (and surrounding areas) can deter potential linguists from following a career path as an interpreter and result in some established interpreters leaving the profession, which is why investing time and resource into constantly recruiting additional linguists is essential for any vendor. Specifically, if we were to pay very low rates to linguists, we would not be able to achieve the balanc...
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Risks and Issues. The IASC will alert the HO to risks to the delivery of its role at the earliest opportunity and escalate any such risks to HO as necessary via both the Senior Sponsor and HOSU. HOSU will own risks relating to the appointment or re-appointment of the IASC. Risks relating to wider policy issues will be held and owned by the respective Home Office policy unit. There may be shared risks or issues, identified by either the HO or the IASC, where engagement of all parties to support risk mitigation may be needed.
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Related to Risks and Issues

  • Other Types of Traffic 8.1 Notwithstanding any other provision of this Agreement or any Tariff: (a) the Parties’ rights and obligations with respect to any intercarrier compensation that may be due in connection with their exchange of Internet Traffic shall be governed by the terms of the FCC Internet Order and other applicable FCC orders and FCC Regulations; and, (b) a Party shall not be obligated to pay any intercarrier compensation for Internet Traffic that is in excess of the intercarrier compensation for Internet Traffic that such Party is required to pay under the FCC Internet Order and other applicable FCC orders and FCC Regulations.

  • Historically Underutilized Businesses (“HUBs”). In accordance with state law, it is TFC’s policy to assist HUBs whenever possible to participate in providing goods and services to the agency. TFC encourages those parties with whom it contracts for the provision of goods and services to adhere to this same philosophy in selecting subcontractors to assist in fulfilling PSP’s obligations with TFC. If PSP subcontracts with others for some or all of the services to be performed under an Assignment to this Agreement, PSP shall comply with all HUB requirements pursuant to Chapter 2161 of the Texas Government Code. At or prior to the execution of an Assignment with a value that is anticipated to meet or exceed One Hundred Thousand and No/100 Dollars ($100,000.00), PSP must provide a completed HUB Subcontracting Plan, which shall be approved by TFC prior to execution of the Assignment. A copy of the HUB Subcontracting Form is attached hereto and incorporated herein for all purposes as Exhibit G. PSP shall provide the HUB Program of TFC with pertinent details of any participation by a HUB in fulfilling the duties and obligations arising under an Assignment, on the HUB Subcontracting Plan Progress Assessment Report (“PAR”). A copy of the PAR Form is attached hereto and incorporated herein for all purposes as Exhibit H.

  • Trunk Types 2.2.1 In interconnecting their networks pursuant to this Attachment, the Parties will use, as appropriate, the following separate and distinct trunk groups:

  • Characteristics The Contracts have the following characteristics: (i) all the Contracts are secured by Motorcycles; (ii) no Contract has a remaining maturity of more than 84 months; and (iii) the final scheduled payment on the Contract with the latest maturity is due no later than September 6, 2031. Approximately 74.40% of the Pool Balance as of the Cutoff Date is attributable to loans for purchases of new Motorcycles and approximately 25.60% is attributable to loans for purchases of used Motorcycles. No Contract was originated after the Cutoff Date. No Contract has a Contract Rate less than 0.010%.

  • New Classifications If a new classification is created within the bargaining unit, the Employer agrees to meet with the Union and negotiate a rate of pay for this new classification. If the parties cannot reach agreement, at the request of either party, the matter shall be submitted to the arbitration procedure in Article 26 of this Agreement.

  • Historically Underutilized Businesses Subcontract Reports a) Vendor shall electronically provide each Customer with Vendor’s relevant Historically Underutilized Business Subcontracting Report, pursuant to the Contract, as required by Chapter 2161, Texas Government Code. Reports shall also be submitted to DIR.

  • WAGES AND CLASSIFICATIONS 14.01 Job classifications are set out in Schedule "A" of this Agreement. They shall not be changed or deleted, nor shall the jobs themselves be altered or amended without discussion with the Union.

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