Structure and Governance. The Parties acknowledge the importance of clear structures and governance for the Program. The Parties agree that communicating these structures to the school community, including teachers and other school staff, students, and families, is important to the success of the Program.
Structure and Governance. 5.1 The formal structure for joint discussions will essentially compromise of:
Structure and Governance. The CGIAR System Organization shall be comprised of:
(a) the System Management Board
(b) the System Management Office
Structure and Governance. The development and commercialization of the Licensed Products (the “Commercialization”) and the administration of the projects referenced herein (the “Projects”) shall be administered as follows.
Structure and Governance. 5.1 The formal structure for joint discussions will essentially compromise of: Quarterly Joint Negotiation and Consultative Committee (JNCC) The role of the Committee shall be to consult upon and agree through negotiation, working arrangements, policies and procedures relevant exclusively to all staff in the Trust, including arrangements for the application of national terms and conditions of service. (see appendix 6 for TOR) Quarterly Local Negotiation Committee (LNC) The role of the Committee shall be to consult upon and agree through negotiation, working arrangements, policies and procedures relevant exclusively to medical staff in the trust, including arrangements for the application of national terms and conditions of service. (see appendix 5 for TOR) Monthly informal staff side/senior HR meeting Divisional collaborative meetings (see appendix 4) Informal staff side meetings (all local representatives invited to) H&S committee H&S staff side committee Informal monthly staff side/managers H&S meeting A number of subject specific limited life span joint “task and finish/working groups” to support the work of the above groups/committee’s, as agreed. These may include the co-operating and co-operation of other people to ensure the availability of necessary expertise.
5.2 Governance Arrangements Minutes of JNCC and LNC go to Executive Director’s Committee for information.
Structure and Governance. The SDREN is structured as an unincorporated association between SDCP and the County, whose structure and governance are set forth in Attachment A, attached hereto and incorporated herein by reference. The Agencies shall establish an SDREN Oversight and Administration (SDREN O & A) team to manage the SDREN, which will identify the structure, composition and duties of the SDREN O & A. The Rules shall only be amended in writing and with consensus from the SDREN O & A members.
Structure and Governance. 2.3.1.1.1. The Contractor shall:
2.3.1.1.1.1. Be located within the United States;
2.3.1.1.1.2. Not be an excluded individual or entity as described in 42 CFR 438.808(b);
2.3.1.1.1.3. Meet the definition of an MCO, as defined in 42 CFR 438.2;
2.3.1.1.1.4. Meet the federal and EOHHS criteria to qualify as a Fully Integrated Dual Eligible Special Needs Plan (FIDE SNP);
2.3.1.1.1.5. Meet all application and contracting requirements established by CMS to be eligible to participate with Medicare as a Medicare Advantage Dual Eligible Special Needs Plan (D-SNP);
2.3.1.1.1.6. Hold a D-SNP contract with CMS to operate in the Service Area approved by EOHHS for SCO and described in Appendix F.
Structure and Governance. Each DIH works according to different structures, governance and business models. The DIHs can be formed by RTOs, Universities, technological centers, clusters, companies and governmental institutions. Some of them combine public funds, membership fees and commercial incomes. Still, as an example, a DIH structure can comprehend the following structure: A Competence Center (as the base of the technological infrastructure), a Hub Manager, and a Steering Committee, composed by experts with the role to advice and oversee the development of the DIH activities. The services provided by the DIHs may include: Test before invest: experimentation with new digital technologies –software and hardware (e.g. artificial intelligence, High Performance Computing, Cybersecurity, Blockchain...) – to understand new opportunities and return on investments. Skills and training: to make the most of digital innovations: boot-camps, traineeships, exchange of curricula and training material. Support to find investments. Access to innovation ecosystems and networking opportunities.
Structure and Governance. For ease of formation and administration and to maintain flexibility, BayREN is structured as an unincorporated association of local public entities whose membership benefits and responsibilities are set forth in this MOU. The Members agree that this MOU is independent of any other contract(s) or agreement(s) between PG&E or CPUC and ABAG, or the contract(s) or agreement(s) between or among any Member(s) and ABAG that are promulgated to implement the approved PIP.
1. BayREN activities will be established and supervised by a Coordinating Circle made up of one representative from each Member. Every Member will appoint as its representative(s) to the Coordinating Circle a staff person with expertise and experience in energy-related project management and implementation. Each representative to the Coordinating Circle is entitled to a single, unweighted vote. A majority of the Coordinating Circle constitutes a quorum. Except as otherwise required in this MOU, the Coordinating Circle may take action by a majority vote of those present at a meeting. Every Member also has the right, but not the obligation, to appoint an alternate to the Coordinating Circle. The alternate may attend any meeting of the Coordinating Circle. However, the alternate is not included in the quorum count, is not entitled to vote and may not participate in the deliberations of the Coordinating Circle, except in the absence of the representative for whom he/she is an alternate. The Coordinating Circle has the authority to appoint a Lead Link for each approved program in an approved PIP.
2. The Lead Link will have the following powers with respect to the program for which it is Lead Link subject only to the applicable BayREN PIP, regulatory requirements, the funding agreement with PG&E, and the initial budget allocated for the Program and other directions adopted by the Coordinating Circle:
1. power to allocate resources among Members (Budget),
2. assign programmatic roles for each Member (Implementation Plan),
3. revise the Budget and/or Implementation Plan,
4. assess and define priorities for the program, and
5. define and assign metrics for the program. The Coordinating Circle has the authority to appoint the BayREN Administrator who will be charged with overall BayREN administration and with the following powers subject only to the applicable BayREN PIP, regulatory requirements, the funding agreement with PG&E, and the initial budget allocated for the BayREN administration and other direc...
Structure and Governance. In order for the Programme Board to make effective decisions in a timely manner delegation on decision making is provided via the Partnership Agreement to the Programme Board. However in order for Local Authorities to maintain oversight of the delivery, a report will be distributed to Local Authorities on a 6 monthly basis via GM’s Wider Leadership Team. Membership of the Programme Board will be reviewed on an annual basis. Terms of Reference for the Programme Board will be updated annually. Schedule 3 Membership and Terms of Reference of the Skyline Champions Project Skyline: Skyline Champions Terms of Reference
