Difficulties. Responding to a large and diverse membership on highly sensitive issues, usually unique in nature. Multidisciplinary nature of position demands high standard of skill in association management, student politics, business administration, and team-leading.
Difficulties faced The Action Plan - although concrete in its actions - often uses qualified terms (e.g. “where appropriate”; “if they [Parties] consider it necessary”) or lacks explanatory definitions, concrete enumerations or additional guidance which would help to ensure that Contracting Parties implement the Action Plan in their countries as intended by this international treaty. More concrete (but not binding!) guidance is provided in the AEWA Conservation Guidelines (see Introduction). However, in addition to the Guidelines and in awareness of their limits there is aneed to go back into the history of AEWA and to take into account the drafters’ intentions that lead to the final text of the Agreement and its Action Plan. Actually, the hunting issue appeared to be a controverse point of discussion at the negotiating meeting in 1995. In order to reach a consensus, all provisions of the Action Plan were brought into line with EU legislation, namely the Birds Directive. This suggests that the Directive may be considered to be an ’interpretation aid’ when it comes to common legal or technical terms; this has been chosen as a basis for the elaboration of this review. However, future amendments to the Action Plan or additional documents might also aim for (individual) clarification and more concrete guidance concerning objectives expressed and terms used in the context of the Agreement’s international framework. The Action Plan and this review use the terminology of “hunting legislation” and “trade legislation”. However, depending on the legislative system of an individual country relevant legal requirements in this context might also be found in other legislative documents concerned with wildlife conservation such as “Biodiversity Acts” etc. These documents have, of course, been taken into account despite the terminology used in the mandate (Paragraph
Difficulties barriers In addition to these infrastructural and technical obstacles, there is great tension in the ratio of effort and gained quantity, but also in the environmental aspects (energy balance). So much technical, personnel and time effort is put into the exploitation of the material, that it is necessary to raise the question of the ecological reasonability, in particular when the material has to be transported over long distances. Additionally, there is certainly a split between the technical utilization potential and the technically feasible potential. There are always potential studies on biomass and landscaping material originating from assumptions that are far away from practice. The technical utilization potential is defined as such that it starts from the processing, so what is available/can be processed with current technical methods. However, this does not include the question what is actually technically feasible. The technical restrictions in the delivery chain are therefore not deducted. This is a very large block, because of which it is mostly accounted with much higher potentials than there are actually technically available. To change this situation, a rethink has to take place in many places. This does not necessarily requires a promotion of processing, thus of the energy use, or the development of processing techniques, because in this area already much promotion was done. What were completely neglected were the support and the development of complete systems reaching beyond the process chain and the removing of barriers. Instead the development of special technology was promoted too much, which in this area is not a priority due to the frequent changes in operating conditions, the per part small amounts of material and the variability of the actions. The best approach in these cases is to use universal technology, which if possible is based on technology that is used in other areas and which can be used flexibly for alongside measures such as landscape maintenance. A complete business with landscaping material is unlikely; it is rather a lucrative additional business that can be economical. Solutions In the case of Best4VarioUse everyone could benefit, by recognizing where they actively can initiate changes and make improvements in their processes, where the pitfalls are and how the communication in the process and with each other can be improved. The key issues were therefore planning, coordination and cooperation, because it is not so t...
Difficulties. The school understands that significant unexpected events can also impact families and their ability to pay school fees. If difficulties in paying are experienced or anticipated, families should contact the school at xxxxxxx@xxxxxxx.xxx.xxx.xx in the first instance in writing and include a proposal for settlement of the account.
Difficulties. The level of control the Kremlin has over Gazprom is difficult to determine. Although it owns a controlling share of the company and Xxxxx’x voice weighs on decision making, how much say the company has in the use of gas as a tool of state is unclear. Fortunately, the importance of the level of governmental control over Gazprom is marginal. It might matter in an instance where Gazprom could resist efforts to cut supply if it stood to lose a lot of money, but in practice that is not how the disputes occur. Even if Gazprom is state run and is used as a political weapon, it is not as if the disputes on net cost the company money. Although a short term loss of revenue occurs, Gazprom benefits financially from each bargaining agreement.80 The only other potential worry would be that, without governmental support, Gazprom’s threats would be less credible. 80 See Table 2. But, barring a highly unlikely public schism between Gazprom and Xxxxx, governmental support for the gas giant should remain high.
Difficulties. Responding to a large and diverse membership on highly sensitive issues, usually unique in nature. Leading a group of Student Senators that is elected on an individual basis with differing visions, goals, and objectives of the future of the Society and the University. Multidisciplinary nature of position demands high standard of skill in association management, student politics, representation, negotiation, equity, mental health, sustainability, business administration, and team-leading.
Difficulties. The nature of this position requires that the executive be often off- campus or out of the office, thus posing challenges in terms of collaborating with the rest of the Executive team. It can be challenging to connect McGill students to the broader Quebec student movement, particularly given the large number of non-Quebecker students and the language barrier for Anglophone students.
Difficulties. Responding to a large and diverse membership on highly sensitive issues, usually unique in nature. High level of communication required to explain financial and accounting technicalities to students. Multidisciplinary nature of position demands high standard of skill in association management, student politics, marketing, bar and restaurant industry, equity, alcohol policy, building management and business administration.
Difficulties. The workload is often administrative and bureaucratic, as many questions are fielded to the Vice President (Clubs and Services) by email. Projects take a long time to be completed and must go through many bureaucratic hoops. The distinctions between social, personal and work-related activities blur as the term of office develops. Political and interpersonal feuds on campus periodically erupt and the Vice President (Clubs and Services) is often a key mediator in these conflicts. Must maintain a fair and open-minded demeanor even in difficult situations.
Difficulties. The dramatic decrease in the funds provided by COLCIENCIAS (Colombian Institution for the Promotion of Science) for overseas training of Colombian people, together with the financial crisis at Colombian universities that provided the program with important support, has constrained and jeopardized the program. Moreover, in spite of the promotional efforts of the KFPE (Swiss Commission for Scientific Partnership with Developing Countries) and some sectors of the SDC (Swiss Agency for Development and Cooperation), the political and financial aspect of scientific cooperation with the South is still under-developed. However, the person responsible for Swiss scientific policy, Am bassador Xx. Xxxxxxx, is currently designing a plan that will make scientific co-operation between Switzerland and the South more dynamic.
