Team Structure. The MSPTU comprises: The SMT; one (1) Unit Commander (Superintendent), one (1) Head of Operations & Development (Chief Inspector), one (1) Head of Insight and Analysis and one (1) Head of 4P Delivery and NRM Reform. The Insight Team; one (1) senior strategic analyst, two (2) strategic analysts, four
Team Structure. The Regional Transformation Team sits within the Modern Slavery Police Transformation Unit. The team includes ten Regional Coordinators, and one National Delivery Coordinator, reporting to DCI Head of Operations and Development to provide national oversight, manage tasking activity and provide governance and support. Line management for the Regional Coordinators should be agreed locally within each ROCU. The Head of Operations and Development reports to the Police Transformation Unit Commander. The Regional Transformation Team also includes ten Regional Strategic Analysts, and one regional analyst manager, reporting to the Head of Insight and Analysis to provide national oversight, manage tasking activity and provide governance and support. Line management for the Regional Strategic Analysts should be agreed locally within each ROCU/MPS. The Head of Insight and Analysis reports to the Police Transformation Unit Commander. The team will operate from each of the ROCUs / MPS estate and occasionally from within the Exmouth, (Devon & Cornwall) programme hub in order to build relationships across teams within the Programme. In general, Devon & Cornwall is the preferred option for hosting training and other events for the team but there is flexibility around this.
Team Structure. The team members from PDF and Toshiba who are to work on the Project and the expected time contributions for each such member;
Team Structure. The team is structured to divide the decision-making, project leadership and analysis management between three bodies in the form of "TEAM STRUCTURE" in the form attached to this Statement of Work as Exhibit C. CONFIDENTIAL MATERIAL OMITTED AND FILED SEPARATELY WITH THE SECURITIES AND EXCHANGE COMMISSION. ASTERISKS DENOTE SUCH OMISSIONS. Toshiba will establish a Steering Committee (the "STEERING COMMITTEE") which will consist of (a) *************** and any other Toshiba manager who is necessary in order for yield improvement decisions to be made, and (b) ***************** or another senior executive of PDF. Toshiba and PDF will make all such personnel available for performance under the Agreement and this Statement of Work. The Steering Committee will be limited to four representatives of Toshiba and one representative of PDF in order to allow decisions to be reached in a timely fashion but will have sufficient authority to make the relevant decisions. The Steering Committee is responsible for giving the team its charter, deciding which yield improvement actions to take and who in the Toshiba organization will be responsible for carrying out the improvement. Project leadership responsibility will be shared by ******** (the "TOSHIBA PROJECT LEADER"), on behalf of Toshiba, and ************* (the "PDF PROJECT LEADER"), on behalf of PDF. The Toshiba Project Leader and the PDF Project Manager will consult with ************ of PDF as they together shall deem necessary and appropriate. Their primary responsibility will be to ensure that the team is making good progress toward delivery of the work chartered by the Steering Committee. In order to maximize the likelihood that the team is making good progress, the Toshiba Project Leader and the PDF Project Leader will monitor the team's work on a weekly basis and help reduce any organizational obstacles which may impede the team's progress. The day-to-day analyses will be conducted by a ********************Team ******** of engineers from Toshiba and PDF. A PDF Engagement Manager will manage the activities of the ****. The PDF Engagement Manager will be responsible for directing all team members in their analyses as well as aggregating and synthesizing the results of all the analyses conducted by the entire team. The PDF Engagement Manager will be available for all communications at reasonable times with the project leaders. In addition, the PDF Engagement Manager will be the principal point of contact for any questio...
Team Structure. The NATMSN Coordinator sits within the support team for the Modern Slavery APCC Lead, outside of the Modern Slavery Police Transformation Unit but with a close working relationship across all parts of the unit. The Coordinator reports to the Modern Slavery Programme Lead within the OPCC West Yorkshire, who fulfils all line management responsibilities alongside national oversight and governance of the role. The Modern Slavery Programme Lead reports to the West Yorkshire PCC. The coordinator will operate from West Yorkshire OPCC estate.
Team Structure. The Regional Strategic Analysts will be part of the Regional Transformation Team, based within the 9 ROCUs and within MPS within the Confidential Unit. Remote and flexible working arrangements may be considered under force policy as necessary. Staff will be required to attend meetings across the UK as required, in particular London and Exmouth. Day to day line management and support, will be provided by the Senior Analyst in each ROCU/MPS, however Tasking will be provided via the Head of Insight and Analysis. Peer support, quality assurance, feedback and continuous professional development will be the responsibility of the Regional Analysts Manager who will also assist with prioritisation of workloads where there is conflict. The Head of Insight and Analysis reports to the Police Transformation Unit Commander. The team will operate from each of the ROCU/MPS estate and occasionally from within the Exmouth, (Devon & Cornwall) programme hub in order to build relationships across teams within the programme.
Team Structure. The Regional Coordination team sits within the Modern Slavery Police Transformation Unit. It comprises of ten Regional Co-ordinators, and nine National Delivery Coordinators, reporting to DCI Head of Operations and Development to provide national oversight, manage tasking activity and provide governance and support. Line management for the Regional Coordinators should be agreed locally within each ROCU. The Head of Operations and Development reports to the Police Transformation Unit Commander. The team will operate from each of the ROCUs estate and occasionally from within the Exmouth, (Devon & Cornwall) programme hub in order to build relationships across teams within the programme. In general, Devon & Cornwall is the preferred option for hosting training and other events for the team but there is flexibility around this.
Team Structure. The National Insight Team comprises one Strategic Performance Analyst Manager, three Analysts and four Researchers managed by the Head of Insight & Analysis who will be responsible for tasking and quality assuring work. The Strategic and Performance Analyst Manager will be responsible for the day to day management of the analysts and researchers, helping the team develop, and providing support when required. The staff are being recruited throughout the UK, with local working arrangements being made on appointment. The team will operate from and within the Exmouth, (Devon & Cornwall) programme hub on a regular basis in order to build relationships across teams within the programme. Remote and flexible working arrangements will be considered under force policy as necessary. Staff will be required to attend meetings across the UK as required.
Team Structure. Provide the anticipated team structure. The team structure must include the prime and first tier subcontractor(s) with addresses, phone numbers and point of contact information.
Team Structure. The Joint Issue Resolution Team will be a standing team with the FHWA Assistant Division Administrator and either the MDOT Chief Operations Officer (COO) or Chief Administrative Officer (XXX) serving as co-chairs or sponsors. The team will be comprised of a cross-section of leadership from both agencies (six members, three from each agency) as chosen by the FHWA Assistant Division Administrator and the MDOT Chief Operations Officer/Chief Administrative Officer. Ideally, an existing monthly or quarterly meeting between senior members of both FHWA and MDOT will be the foundation for determining the standing members of the team. While the intent is for members to remain constant, the co-chairs may substitute members as necessary due to personnel availability and other requirements or constraints. Additionally, when the co-chairs choose to utilize a SMART team approach to address critical, time-bound, or high risk issues, that team will be fluid with members chosen by the co-chairs based upon the issue at hand and/or the required expertise needed to resolve the issue.
