Amber Sample Clauses

Amber. Amber's use of the Leased Property shall be limited to the milling of durum flour or other flour products produced and sold solely for use in the manufacture of pasta, noodles and macaroni products, and residual by-products, including uses incidental or related thereto (the "Permitted Uses"). Amber expressly acknowledges that milling of other flour products is prohibited hereby unless the express consent of Peavey is first obtained in writing, except that Amber shall have the option to produce a maximum of 5,000 cwt/day of hard flour for non-permitted uses on a per day basis (i.e., not computed on the basis of multiple day averages). ▇▇▇▇▇ ▇▇▇ exercise this option at any time during the term of this agreement upon giving Peavey not less than thirty (30) days prior written notice thereof, which notice shall be accompanied by a fee of $125,000 payable to Peavey, which fee shall be payable annually thereafter on each anniversary of the date of exercise of this option until the obligation to continue paying said fee ceases as provided in this paragraph. Peavey shall have the right to have as independent inspector, Buhler, Inc., confirm that Amber is not producing more than 5,000 cwt/day of hard flour for non-permitted uses from the Leased Property, and Amber shall give the independent inspector access on a confidential basis to the Leased Property and Amber's books and records in order to verify compliance with this paragraph. Amber's obligation to pay the annual $125,000 fee to produce hard flour for non-permitted uses shall cease upon the sooner to occur of the following: (i) Upon expiration of the initial lease term on September 30, 2007 (or the renewal terms, if any, which the parties may subsequently agree upon). (ii) Termination of the lease agreement as a result of Amber exercising its option to purchase the facility and closing on the purchase. (iii) Amber ceases production of hard flour for non-permitted uses. No prorations or rebates will be made of the annual $125,000 hard flour production fee paid to Peavey by Amber if any of the three events referenced immediately above occurs in mid-year, after the annual fee is due and payable.

Amber. Progressing and on track to meet by end of key stage (carry forward to next SEN Support Agreement). Green: Met – remove from next.

Amber. Triggers a Performance Indicator Failure and the Authority may serve a notice on the Supplier pursuant to Clause 32.2 (Rectification Plan Process) of the Contract requiring the Supplier to prepare and submit to the Authority a draft Rectification Plan in accordance with Clause 32.2 setting out proposed actions for remedying the poor performance of the Services or breach and ensuring that such poor performance or breach does not occur again (a Rectification Plan) within five Working Days of receipt of notice from the Authority.

Amber. Requests the Public Education Commission approve Section 7xi of the School’s contract to read EFFECTIVE DATE OF CHANGE: 8/1/22 REQUESTED CHANGE TO BUSINESS MANAGER OR PROCUREMENT OFFICER AND CONTACT INFORMATION : ▇▇▇▇▇▇▇▇▇ ▇▇▇▇ Submit this form and all supporting documents to ▇▇▇▇▇▇▇.▇▇▇▇▇▇▇@▇▇▇▇▇.▇▇.▇▇ The School's Business Manager or Procurement Officer Amendment is hereby submitted by

Amber. Head Office should be a critical friend in this, but instead of getting stuck into the detail, they should help us think about who is taking responsibility for developing new programmes and helping us work together. That’s really what we need – there is a degree of competition between business units that means there is no common way to create shared services. People are doing lots of creative things, but only for their region… We have a lot of people doing fantastic stuff, but either it’s core and it’s not being shared or it’s mission drift and it has to be axed. But we don’t have a model for making this happen. We need that model. Red I’m clear about what Head Office should be doing but I don’t see why I should share my views for someone else to pick them up and take the kudos Our analysis The first point – about challenge rather than resistance – is striking. Achieving this would liberate considerable positive energy. The amber points highlight the limited culture of sharing that currently exists… …and the red point illustrates how individualism and competition can minimise collaboration. Learning

Amber. As we have moved to strategy, some managers and staff have felt quite uncomfortable about getting into that kind of territory, because their strengths have been in delivery. Some staff have found that quite challenging. We can’t keep adding to the remit without providing training to staff to extend their skills. Red The major role for the regional managers is to keep up to date with the changing technologies out there and their application to client organisations. We should be evaluating new technologies and familiarising ourselves on how they can help the market move forward. There is no R&D engine today. It’s up to individual offices to develop new ideas, rather than being a collective venture. It’s transfer of best practice rather than collaborative development. Our analysis If the role and remit of the regional offices is changing, it is important to ensure that managers (and staff) are supported in developing the new skills they need. These might be technical skills or management skills. We suggest, for example, that the reason this work is happening is because the changing roles and relationships around the network require a new set of skills – collaboration, sharing and co-creation of value – that were not as highly valued in the past. Our ability to interpret survey data In February 2008, Foresight Horizon Scanning Centre, the Cabinet Office’s Strategy Unit and the National School for Government jointly hosted a FAN Club meeting to explore the role of futures thinking in government strategy and how to improve the connection between the two activities so that futures work better informs policy and strategy development. One of the key activities around the meeting was an online brainstorming exercise to identify and prioritise the barriers. Members of both the strategy and futures communities participated in the exercise. They identified 141 barriers to effective take up of futures thinking in strategy development which fell into 7 categories: Institutional barriers; Political barriers; Cultural barriers; Reputational barriers; Processual barriers; Resourcing barriers; and Leadership barriers. While there were some issues about how futures thinkers demonstrate the value of what they do, the bulk of perceived barriers related to systemic difficulties within the strategy process. The 5 most significant barriers were: Short termism pushing futures thinking to the margin; Delivery driving activity; Leaders not being trained or encouraged to cultivate and...

Amber. South Staffs Infrastructure Development Plan Work with South Staffordshire District Council, national and regional agencies in a co- ordinated manner to ensure the delivery of major infrastructure ▇▇▇▇▇ ▇▇▇▇▇▇▇▇ (SSDC), ▇▇▇▇▇ ▇▇▇▇▇▇ (SSDC), programmes and projects bring maximum benefits for the local area whilst ensuring their impacts during construction are minimised. Connectivity Work in partnership with South Staffordshire District Council, the rail industry, and partners to investigate and develop the Brinsford Parkway Station Concept at ROF ▇▇▇▇▇▇▇▇▇▇▇▇ in relation to the review of the Local Plan. Appointment of SLC Rail Ltd to undertake Stage 1 technical work. Stage 1 Technical Report due to be concluded in August 2019. ▇▇▇▇▇ ▇▇▇▇▇▇ (SCC), ▇▇▇▇▇ ▇▇▇▇▇▇ (SSDC), Green Work closely with South Staffordshire District Council to positively influence and shape future Midlands Connect strategies, transport studies and their strategic programme of road and rail improvements to positively reflect the emerging needs of the new Local Plan Actively engage with South Staffordshire District Council in respect of Midlands Connect emerging strategies, studies and strategic programmes. Current studies and Programmes include:  Long Term Midlands Motorway Hub Study  Western Strategic Connectivity Study  A5 Corridor Study  Midlands Rail Hub Study  Major Road Network Programme ▇▇▇▇▇ ▇▇▇▇▇▇ (SCC), ▇▇▇▇▇ ▇▇▇▇▇▇ (SSDC), Green Work closely with South Staffordshire District Council to positively influence West Midlands Rail Executive’s future strategies including the development of their franchise strategy and the implementation of their Rail Investment Strategy to positively reflect the emerging needs of the new Local Plan. Actively engage with South Staffordshire District Council in respect of West Midlands Rail Executive future strategies including their franchise priorities and the implementation of their Rail Investment Strategy. Staffordshire County Council representation on the Future Franchise Strategy Task and Finish Group. ▇▇▇▇▇ ▇▇▇▇▇▇▇▇ & ▇▇▇▇▇ ▇▇▇▇▇▇ (SSDC) Continue to support South Staffordshire District Council regarding the development and delivery of both their current adopted Local Plan and their emerging Local Plan. To ensure the South Staffordshire District Integrated Transport Strategy is updated and developed in line with the new emerging Local Plan. ▇▇▇▇▇ ▇▇▇▇▇▇ (SSDC) Green To work with South Staffordshire District Council, national and regional age...

Amber. Progressing and on track to meet by end of key stage (carry forward to next SEN Support Agreement). Green: Met – remove from next. Cognition & Learning Select Red/Amber/Green Overwrite with commentary Insert rows as needed Communication & Interaction Select Red/Amber/Green Overwrite with commentary Insert rows as needed Social, Emotional & Mental Health Select Red/Amber/Green Overwrite with commentary Insert rows as needed Select Red/Amber/Green Overwrite with commentary Physical &/or Sensory Select Red/Amber/Green Overwrite with commentary Insert rows as needed Select Red/Amber/Green Overwrite with commentary Specialist Equipment Only specialist equipment assessed as necessary by an Educational Psychologist or Specialist Teacher Advisor may be purchased.