Formulating the Management Plan Clause Samples

Formulating the Management Plan. The way that the 2010 version of the Management Plan was formulated was determined by a series of processes within the DG and within the European Commission more generally. These processes are important at a pragmatic level, since they determine in a significant way the extent to which the various elements of the MP can be changed. At the same time, it should be recognised that the processes are themselves evolving and there is therefore a question of whether or not the MP is responding sufficiently to the changing demands on it from outside of the DG. As has been said, the Management Plan has a significant place in communicating the policy aims of the DG within the context of the policy of the Commission as a whole. In an important sense, therefore, the starting point for the MP is the Commission’s overall policy guidance. Currently, this takes the form of the Political Guidelines set out at the beginning of the Commission’s term of office, which together with the key strategy statement on Europe 2020 provides the overall orientation, plus the more detailed Commission Work Programme (CWP). The CWP is revised annually and provides a statement of the Commission’s main policy priorities and its approach to the main issues. It is supported by a detailed listing of all the main Commission initiatives, including proposed legislation (with a particular section on the rolling programme of legislative simplification) and planned Communications, Green Papers, Strategy Statements, Staff Working Papers and reports, including evaluation reports. For the first time in 2010, the CWP provided a multiannual perspective on the work that the Commission plans to undertake in the coming years, particularly in the form of an indicative list of important initiatives for the years 2010-2014. The idea is that the multiannual strand will be adapted in the annual updates of the Work Programme. This longer term perspective is an interesting development, illustrating a tendency for the Commission to present a longer term view of its policy commitments. Nonetheless, the annual budgetary cycle remains and is another important determinant of the shape of the Management Plan. In particular, the annual formulation of the Draft Budget makes use of the stated objectives of the MP and also requires that the more detailed ‘Specific Objectives’ in the Plan relate directly to the DG’s ‘activities’, as defined in the Commission’s Activity-Based Budgeting system. ‘Activities’ are ultimately deriv...
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Related to Formulating the Management Plan

  • Project Management Plan Developer is responsible for all quality assurance and quality control activities necessary to manage the Work, including the Utility Adjustment Work. Developer shall undertake all aspects of quality assurance and quality control for the Project and Work in accordance with the approved Project Management Plan and

  • Management Plan The Management Plan is the description and definition of the phasing, sequencing and timing of the major Individual Project activities for design, construction procurement, construction and occupancy as described in the IPPA.

  • Construction Management Plan Contractor shall prepare and furnish to the Owner a thorough and complete plan for the management of the Project from issuance of the Proceed Order through the issuance of the Design Professional's Certificate of Material Completion. Such plan shall include, without limitation, an estimate of the manpower requirements for each trade and the anticipated availability of such manpower, a schedule prepared using the critical path method that will amplify and support the schedule required in Article 2.1.5 below, and the Submittal Schedule as required in Article 2.2.3. The Contractor shall include in his plan the names and resumés of the Project Superintendent, Project Manager and the person in charge of Safety.

  • JOINT LABOUR MANAGEMENT COMMITTEE A Joint Labour Management Committee shall be established to attend to those matters which are of mutual interest. To ensure its effectiveness the Committee shall be separate and apart from the grievance procedure.

  • Labour Management Committee (a) Where the parties mutually agree that there are matters of mutual concern and interest that would be beneficial if discussed at a Labour Management Committee Meeting during the term of this Agreement, the following shall apply. (b) An equal number of representatives of each party as mutually agreed shall meet at a time and place mutually satisfactory. A request for a meeting hereunder will be made in writing prior to the date proposed and accompanied by an agenda of matters proposed to be discussed, which shall not include matters that are properly the subject of grievance or negotiations for the amendment or renewal of this agreement. Any representative(s) attending such meetings during their regularly scheduled hours of work shall not lose regular earnings as a result of such attendance. (c) It is agreed that the topic of a rehabilitation program for drug and alcohol abuse is an appropriate topic for the Labour-Management Committee. It is also agreed that the topic of the utilization of full-time and part-time staff is an appropriate topic for the Labour-Management Committee. The committee shall have access to work schedules and job postings upon request. (d) It is understood that joint meetings with other Labour-Management Committees in the Hospital may be scheduled concerning issues of mutual interest if satisfactory to all concerned. (e) Where two or more agreements exist between a Hospital and CUPE the Committee may be a joint one representing employees under both agreements, unless otherwise agreed.