Decision Process. VII.1.1 A decision to reappoint, award tenure/permanency, or to promote shall be made by the Board only on the recommendation of the Xxxxxxx, following the Xxxxxxx’x receipt of a recommendation from COAP, and following COAP’s receipt of a recommendation from the relevant departmental committee.
Decision Process. Decisions of the General Assembly shall be approved by a majority of votes of Standard Members present or represented, except for roadmap prioritization. Only Standard members get to vote. Roadmap prioritization is decided according to the process described in article 9.3 An Academic Member plays a consultative role. His representative may attend the meetings of the General Assembly as a guest. He can propose ideas, suggestions and give his point of view on discussed topics. By attending the meetings, an Academic Member will be informed of the suggestions, orientations and priorities for the development of XXXXX and obtain a report of XXXXX activities. Any decision of the General Assembly may be taken in accordance with the above in meetings via teleconference or other means.
Decision Process. Decisions of the Technical Board shall be approved by a majority of votes of members present or represented, except for roadmap prioritization. Roadmap prioritization is decided according to the process described in article 9.3
Decision Process. Contemplated decisions about matters mentioned in articles 4 and 5 are not enforced until a majority of the public service unions agree, in as far as they concern:
Decision Process. 42.6.1 The Relevant Senior Officer will, as soon as practicable after receiving the report from the Director, HR and any response from the employee, and any review report, make a decision, having regard to all available relevant material and submissions. The employee will be notified in writing of the decision.
Decision Process. 1. The development of suppression strategies and tactics should consider the probability of success, safety risk analysis, available resources, values at risk, social and political values, and existing legal statues. These decisions should be documented per each agencies policy and included in the incident file.
Decision Process. The development of suppression strategies and tactics should consider the probability of success, safety risk analysis, available resources, values at risk, social and political values, and existing legal statues. These decisions should be documented per each agency’s policies and included in the incident file. The Federal agencies will assume the lead for development of Wildland Fire Decision Support System and delegation of authority as required for fires on federally managed lands. The State, FPAs and/or Federal fire management officials will provide information relevant to the initial stages of the decision document and may provide the situational briefing for the incoming incident management team.
Decision Process. The Board of Supervisors shall determine the department in which the reduction is to be made and the number and classes of positions to be eliminated for the County.
Decision Process. The Wildland Fire Decision Support System (WFDSS) is a web-based decision support system that provides a single dynamic documentation system for use beginning at the time of discovery and concluding when the fire is declared out. WFDSS allows the Agency Administrator to describe and analyze the fire situation, develop incident objectives and requirements, develop a course of action, evaluate relative risk, complete an organization assessment, document the rationale, and publish a decision. A published decision documents: • Incident management strategies which follow policy and approved Land/Resource Management Plans; • Estimated costs for the duration of the incident; • All affected jurisdictions that participated in the decision process and concurred with the strategies selected;
Decision Process for Decisions The persons who are responsible for applying the decision process are the Company representative with the appropriate decision and the Union representative designated by the Union Executive. It is recognized that a given decision may require the involvement of more than these two persons. Subject to and below, decisions to use purchased services will be made on a consensus basis. Both parties must consider all relevant criteria with the mutual goal of selecting the most effective option. The decision makers are responsible for making timely decisions and for the decision itself. Opportunity The parties recognize that work may be done more effectively internally or externally. Opportunities for the application of this Article to new or existing work can be initiated by Management andlor the Union. It is intended that joint discussion should commence as soon as possible and before detailed definition of the need to have new or existing work done by purchased Definition of Need The parties will consider what work must be done and why and include such dimensions as when it must commence and the duration of the work; the quantity of resources required; the quality of the results; the skills required and their availability internally and externally; and safety requirements.
