Accountabilities Sample Clauses
The Accountabilities clause defines the specific responsibilities and obligations assigned to each party under the agreement. It typically outlines who is responsible for performing certain tasks, meeting deadlines, or ensuring compliance with relevant standards. For example, one party may be accountable for delivering goods, while the other is responsible for timely payment. This clause ensures clarity in roles and expectations, helping to prevent misunderstandings and disputes by clearly delineating each party's duties.
Accountabilities. Each Party has roles and accountabilities as a partner to this Agreement. Both Parties will:
(a) Work collaboratively and strategically to make a positive difference in Kaipātiki;
(b) Share knowledge and expertise and provide timely information;
(c) Leverage relationships and connections with other stakeholders to add value to the partnership, its programmes and activities and the overall wellbeing of Kaipātiki communities;
(d) Seek opportunities to enhance, promote and raise awareness of each Party’s credibility as a community development partner including the use of logos as set out in funding agreements and as otherwise agreed between the Parties;
(e) Seek open communication channels, two way dialogue, and engage in planning and reporting processes;
(f) Ensure internal orientation for new governing members and staff to the partnership and partnering processes;
(g) Collaborate to communicate activity and achievements on a regular basis to the Kaipātiki community. The KLB will:
(h) Provide funding in line with an agreed annual work programme based on outcomes and priorities in the Kaipātiki Local Board Plan;
(i) Assist in facilitating venue and other operational resources to enable the KCFT to deliver on Kaipātiki Local Board outcomes and priorities;
(j) Provide evaluation and review support to partnership processes;
(k) Enable access to appropriate Auckland Council expertise;
(l) Consider funding other specific programmes based on outcomes and priorities in the Kaipātiki Local Board Plan.
Accountabilities. 8.1 The Merton Safeguarding Children Partnership will work within and will comply with statutory guidance
8.2 The Statutory Partners are also responsible for appointing (or dismissing) an Independent Person to serve as the Chair of the Partnership. A Panel of the Statutory Partners, including the Chief Executive Officer of the Council, will meet with the Merton Safeguarding Children Partnership Chair at least twice per year to review the Merton Safeguarding Children Partnership’s work.
8.3 The Statutory Partners are responsible for appointing (or dismissing) the Merton Safeguarding Children Partnership Independent Scrutineer (see Appendix 4: on the role of the Independent Scrutineer), with advice of a panel of Merton Safeguarding Children Partnership members (including lay members).
8.4 The Independent Person will have executive authority to make decisions on behalf of the Merton Safeguarding Children Partnership between meetings, consulting Statutory Partners as appropriate. The Independent Person will report on any such decisions to the Partnership no later than the next meeting of the Partnership or in writing.
8.5 Statutory Partners must make arrangements to:
(a) identify serious child safeguarding cases which raise issues of importance in relation to the area and
(b) commission and oversee the review of those cases, where they consider it appropriate for a review to be undertaking
8.6 When a serious incident becomes known to safeguarding partners, they must consider whether the case meets the criteria for a local review in accordance with chapter 4 of Working Together 2018, (see also appendix 9: Merton Safeguarding Children Partnership Serious incidents, Local and National Child Safeguarding Practice Reviews)
8.7 The Merton Safeguarding Children Partnership is accountable to its members and to the local community for its work. This accountability will be demonstrated through the Merton Safeguarding Children Partnership’s Annual Report, through which the Merton Safeguarding Children Partnership will evaluate the effectiveness of its own work, as well as that of the local multi-agency partnership. The Annual Report will be shared with the Health and Well- Being Board, in accordance with the governance arrangements of the Statutory Partners, Ofsted and the Department of Education. It will also be published on the Merton Safeguarding Children Partnership website (see also section 9 under reporting).
8.8 The Merton Safeguarding Children Partnership is also...
Accountabilities. Department Heads are accountable for ensuring that a process is in place to review and respond to job sharing proposals.
Accountabilities. The accountabilities of the ALT are to be agreed with the Participants. Typical accountabilities include:
(a) Creating and articulating the vision of the Alliance;
(b) Championing the development and maintenance of a safety first and high performance culture;
(c) Leadership oversight of the Alliance (The Alliance Manager has management oversight of the Alliance);
(d) Developing and ensuring the Alliance Principles are adhered to during the delivery of the project;
(e) Ensuring the Alliance Manager, the AMT and the Wider Project Team meet or exceed the Alliance Objectives and obligations and achieve project success;
(f) Endorse the Project Proposal for submission to TIDC for approval including TOC, Schedule/Program and the AMP;
(g) Effective and efficient decision making including resolution of differences and disagreements;
(h) Keeping complete records of meetings;
(i) Exercise relevant ALT delegations;
(j) Promoting the Alliance externally;
(k) ALT appoints the Alliance Manager and approves each member of the AMT;
(l) Providing robust governance to the Alliance and reporting the progress and performance of the Alliance to TIDC management; and
(m) Approving the Alliance organisational structure.
Accountabilities. 1.1 Reports to the RkPG Manager of Emergency Management; Work Health & Safety on matters pertaining to Business Continuity management across the Group.
1.2 Provides assurance to the RkPG Manager of Emergency Management; Work Health & Safety on the adequacy, operation and effectiveness of business continuity management across the Group.
1.3 Works with staff and leadership to ensure our hospitals meet the requirements of Department of Health (DoH) policy and national accreditation.
1.4 Provides advice and education on matters concerning business continuity management.
Accountabilities. Progress Partners Consulting accountabilities include: • Weekly or more frequent debriefs as requested. • Response to questions within 24 hours. Client accountabilities include: • Email and cell phone access and 24−hour response. • Documentation for employees and clients as needed. We jointly agree: • To immediately inform the other if any situations develop that could materially affect the outcomes and success of this project.
Accountabilities. The accountabilities of the AMT members are agreed with the Alliance Manager and reviewed by the ALT. Typical accountabilities include:
(a) articulating and delivering the vision of the Alliance;
(b) championing the development and maintenance of a safety first and high performance culture;
(c) developing and ensuring the Alliance Principles are adhered to during the delivery of the project;
(d) make decisions on multi-discipline issues;
(e) establish KPIs and the methods in which they are measured that is consistent with the KRAs;
(f) motivate and support the wider project team to achieve outstanding outcomes in all aspects of the works;
(g) exercise relevant AMT delegations; and
(h) promoting the Alliance externally;
Accountabilities. The Devolution Programme Board is accountable to the London Health Board. The Devolution Programme Board will provide assurance to all parties that the key objectives are being met and that the programme is performing within the boundaries and principles set by the Agreement. The Devolution Programme Board will not have statutory or legal responsibilities but will provide strategic guidance and support of the devolution programme, including supporting the devolution pilots. The Devolution Programme Board will not affect or replace the statutory responsibilities and accountabilities of each partner. The Devolution Programme Board will also be accountable to the individual Parties of the Agreement through their respective membership.
Accountabilities. The accountabilities of the Alliance Manager shall typically include the following:
(a) articulating and delivering the vision of the Alliance;
(b) championing the development and maintenance of a safety first and high performance culture;
(c) lead and manage the AMT and the wider project team;
(d) developing and ensuring the Alliance Principles are adhered to during the delivery of the project;
(e) establish a culture that will ensure that the alliance objectives are exceeded;
(f) establish project budgets and manage project costs;
(g) effective and efficient decision making that are consistent with the alliance principals including resolution of differences and disagreements;
(h) keeping complete records of meetings;
(i) exercise relevant Alliance Manager delegations;
(j) promoting the Alliance externally;
(k) define the roles and responsibilities of the AMT members and other direct reports;
(l) providing robust governance to the Alliance and provide reports on the progress and performance of the Alliance to the ALT on a regular basis and as requested by the ALT; and
(m) establish and manage the project program.
Accountabilities. Using closed circuit television and communication systems, maintains surveillance of access points to monitor and control access of people and vehicles onto restricted areas. May be requested to operate an un-staffed access point to allow authorized ingress/egress from the Air Operations Area. Provide assistance and instruction to persons requesting access, or those not familiar with access control procedures, such as contacting parties that do not have the required authorization in order to minimize delays or interruptions in normal business. Monitors alarms associated with the ID/Access Control System: • Is the primary responder to Access Control Alarms in the terminal and on the airfield. • Dispatches Security Access Specialists and/or Port of Seattle Police, according to airport security procedures. • May do initial troubleshooting of an alarm to avoid the need for a physical response. Controls access into the Air Operations Area: • Staffs perimeter and interior access control gates and staffs other normally un-staffed gates as directed to control access onto the AOA. • Verifies required credentials of those requesting access. • Denies access to those without proper identification. • Issues visitor's badges, Vehicle Under Escort signs and coordinates escort for personnel and ground vehicles requesting access on official business. • Informs escorts regarding proper escort procedures, as defined in airport rules and regulations and ensures procedures are maintained while operating in restricted areas. • May provide escort as required, including escort of outside care agencies responding to medical emergencies, as assigned at management discretion. Conducts routine and special security inspections of: • Baggage make-up area, airport perimeter fencing, clear-zone fencing and other airport restricted areas. • Access Control System card readers and associated equipment. • Doors and gates secured with Access Control System devices. • Advises appropriate maintenance personnel of all ill Access System malfunctions and operational problems. • Performs routine tests and preventive maintenance on Access Control System card readers and ensures all equipment is functional and valid information is received at alarm workstations. Performs these tests utilizing procedures outlined in the RCOM. Documents and reports all discrepancies, notifies appropriate Airfield Supervisor and maintenance of discrepancies that require immediate response and/or resolution. Performs fol...