Key Issues Sample Clauses
The 'Key Issues' clause identifies and outlines the most important matters or concerns that are central to the agreement or negotiation. This clause typically lists specific topics, such as pricing, delivery timelines, intellectual property rights, or liability limitations, that require special attention or resolution between the parties. By clearly highlighting these critical points, the clause ensures that both parties are aware of and can focus on resolving the most significant aspects of their arrangement, thereby reducing misunderstandings and streamlining the negotiation process.
Key Issues. 3.1 Following the introduction of a ‘National Model for School Improvement’, a series of proposed changes to the original agreement between the five LAs in the SEWC have been outlined in the updated agreement including changes to: Governance arrangements that ensure the LAs and the EAS are complying with requirements of the National Model for Regional Working. The way grants can be dealt with by the EAS is changed – the first change being that all grants will now be channelled through the Directors group in the first instance. There is a detailed process that explains how this will work in practice. The EAS will report on this regularly to both the directors/heads of education and the Executive Members for Education in each of the LAs. The EAS ability to provide services to other customers other than the SEWC LAs for a fee and subject to scrutiny and approval from the Joint Executive Group. The EAS may proceed with such a commission without prior JEG consent when: o the contract is valued at up to £50k but carries no risk/will have no impact on agreed delivery outcomes o the contract is valued up to £15k and may/will have an impact on agreed delivery outcomes o The EAS has taken appropriate advice on any VAT liabilities that entering into such a contract may give rise to and these are factored into the detail of the contract. o The EAS has taken appropriate legal advice in drawing up the contract. o The EAS will inform the next JEG meeting of all new contracts that exceed £10,000 over a financial year. In the event the EAS core service costs more than predicted, in line with prior JEG approval, each LA will pay its proportional share on this overspend. However, the EAS in negotiation with the LAs will repay this “loan” over an agreed period through reducing the core service charge each LA pays for an agreed period.
3.2 There are a number of risks associated with the proposed changes:
Key Issues. 3.1 The value of the contract that PHA has with Fermanagh and Omagh District Council for the current 2016/17 financial year is £107,852.75
3.2 Under the terms of the SLA between Fermanagh and Omagh District Council (FODC) and Derry City and Strabane District Council, FODC retains an administration fee amounting to 7.5% of the total budget, equivalent to £8,088.95
3.3 The remainder of the budget is split equally between both Councils, so that we will receive £49, 881.90
3.4 Receipt of the funding, which will be drawn down on a quarterly basis, is dependent on satisfactory progress against the PHA's targets, contained within the SLA, as evidenced by a quarterly performance monitoring report that must be submitted to FODC.
3.5 In addition to covering the salary and mileage costs associated with the TCO's work activities, the funds can be used for other tobacco control related expenditure, subject to prior approval by the PHA.
Key Issues. The one issue confronting Component 2 in the quarter was to relate its monitoring activities to concerns in the U.S. regarding the possible accidental introductions of Russian forest pests into the U.S. Accordingly, new tasks were added to the Workplan for Year 2 to implement monitoring for the Siberian moth in the Primorski Krai in the Russian Far East and to begin studies to better understand population behavior and management of the Black fir ▇▇▇▇▇▇ in Siberia.
Key Issues. The original agreement establishing the Underground Structures Committee was signed in 1974 and since that time many of the original internal and external signatories have ceased to exist, merged with other members, and/or have undergone a name change. The new Agreement substantially revises and updates the 1974 version to reflect these organizational changes and to more clearly define the mandate of the Committee and its Secretariat.
Key Issues. 4.1 Discussions to date have also highlighted a number of concerns that will need to be considered as we move on to the next stages in this process. The task groups have raised the following: • For some themes, the 198 national indicators do not provide a comprehensive list of measures to target things that are important in Cambridgeshire. This is the case for growth in particular, where the national PIs do not appear to include direct measurements on urban design, public open spaces, use of energy efficient technologies / renewables, etc. In these instances, partners will need to consider what other local measures could complement the 35 and support the achievement of outcomes. • The 35 targets will be focused on areas needing improvement and should demonstrate a stretch in performance. Therefore indicators where current performance is high may not be suitable for inclusion in the LAA unless we can demonstrate that maintaining current levels of performance is sufficiently stretching. • Once the 35 indicators have been chosen the delivery of these needs to be feed into the review of LAA partnerships and governance arrangements to ensure the latter are fit for purpose.
3.6 There are a large number of stakeholder organisations and partnerships that should be aware of and involved in this process. This will require effective communication mechanisms to be in place with individual representatives in the LAA task groups, LAARG and LAA Board taking a principal role in facilitating wider Member and officer engagement, and providing the link to key strategic partnerships and LSPs.
Key Issues. 2.1 The attached draft document has a strong correlation with existing cover.
2.2 FDC insurers believe that their wording in the policy extension already in place is “more simplified” and this is reproduced in the report for clarification purposes.
2.3 FFL Board noted this agreement at their Board meeting on 27th May 2022.
Key Issues. As per the Section 106 agreement, the affordable housing units were to be transferred to a Registered Provider. To date, Aspire Housing have advised the Council that they have taken on 11 of the units as shared ownership, with a remaining 1 expected to be transferred to them at the end of this year. Shared ownership units are affordable for households who aspire to own their own home, allowing a ‘qualifying person’ to part buy and part rent, with the option to fully staircase to 100% ownership. Of the 11 shared ownership units transferred to them by the developer, Aspire Housing has been able to find a ‘qualifying person’ and to sell two of the units. The remaining nine units remain unsold. This is despite a ‘concerted’ effort to market these units for a sustained period of time. Aspire Housing have provided a written statement setting out the methods employed in marketing the shared ownership units. Various methods have been used including online portals, local press and local agents to market the units. Despite this there has been limited interest in the units. Aspire Housing asserts that potential buyers have a greater preference for a three bedroom home or an end of terrace property as shared ownership units whereas 6 of the units in question are mid terrace and all are 2 bedroom. Given that these units have remained unsold, with very limited interest, Aspire Housing has made a request that they be given the flexibility for the tenure of shared ownership units to be changed to affordable rented units, should they remain unsold. An affordable rented unit is where the Registered Provider charges rents which are 20% lower than the open market rent. Provision for this tenure of affordable housing is included within the existing Section 106 agreement as modified - the agreement stipulating that 18 units are to be of a rented tenure. These units have been taken by Aspire Housing and have been successfully let. It is the view of officers that giving Aspire Housing the flexibility to change the tenure would not lead to the loss of the total number of affordable housing but would mean a change to the tenure. In some respects, this could be viewed as beneficial as affordable rented would be targeted to those most in housing need. Aspire Housing are of the view that they will continue to market the shared ownership units, particularly those that are end terraced properties, (for which there is a buyer preference), as there is a business case to maintain the origi...
Key Issues. The QRC Working Group was concerned that the liability arrangements in the PMA in the December 2012 Suite were not commercially balanced. Following discussions of this concern, Aurizon Network and the QRC Working Group agreed that two modifications of the liability arrangements, as detailed below, achieve an appropriate commercial balance.
Key Issues. 1.1 Nursery facilities on the site of Brookhurst Primary School are currently run by a private charitable company, Caterpillar Nursery (Leamington) Ltd. The trustees of this company have been unable to recruit replacements and therefore no longer consider their organisation to be sustainable.
1.2 The Governing Body of Brookhurst Primary School consider that it is vital, both to meet the needs of families in their local area and also to ensure the sustainability of the school, that nursery provision remains in place on the school’s site, and feel that this would be best met by the Governing Body taking over responsibility for the running of the nursery. The Chair of Governors has provided a letter to this effect, which is attached as an Appendix.
1.3 The local authority has a statutory duty to secure sufficient early years and childcare places for all eligible children in its area, and to maintain an oversight of how it is meeting this statutory duty. There are currently 11 nurseries within 1 mile of Caterpillar Nursery, but occupancy is almost at capacity. There are currently 28 children receiving funded sessions at Caterpillar Nursery. The local authority would therefore have difficulty in meeting its statutory obligations if early years’ provision at Brookhurst ceased.
1.4 As a charitable company, Caterpillar Nursery (Leamington) Ltd must only pass its assets to a charitable body with similar objects to its own.
1.5 As a community school, Brookhurst Primary School does not have charitable status, but does have the ability to establish a charitable ‘School Company’ which will be wholly owned by the Governing Body but hold registered charity status and have a separate Ofsted registration.
1.6 School companies were established by the Education Act 2002 and their operation is governed by the School Companies Regulations 2002. A school company is not a special type of company of business; it is simply a company set up by one or more local authority maintained schools. This power is given to schools maintained by the local authority for specific activities, including exercising relevant local authority functions, including ensuring the provision of sufficient childcare to meet need within a local area.
1.7 The school company will be a company limited by guarantee and the Governing Body of Brookhurst Primary School has confirmed that the governing documentation of the School Company will contain the necessary provisions which are required pursuant to the School...
Key Issues. The bridge has been in-situ since 2000. Major maintenance works are required in order to bring the structure back in to good repair before the structure is deemed unsafe and unusable. The structure provides an important and safe link between the Pen-y-fal development and ▇▇▇▇ Road and Abergavenny town. The structure serves as a major pedestrian and cycling link for residents and it provides safe access for children that walk or cycle to local schools within Abergavenny. MCC Structural Engineers have assessed the condition of the structure and have made account of repairs that are required. The anticipated time period required to undertake the required works would be in excess of six weeks. Both local ▇▇▇▇ Members have been kept updated in relation to all issues.