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.
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
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.
Key Issues. With help of a holistic approach increase safety and security for children going to and from school by bus.
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 xxxxxx in Siberia.
Key Issues. Getting information (everything from data to list of businesses) is a challenge and is going to cost a lot more than anticipated. This also slows down the process of supporting the businesses and the associations. • Developing Association Strategic Plans requires more time than was allotted during the annual meetings. The agendas were full, preventing the consultants from meeting with the board of directors to develop the strategic plan in a participatory manner. Forest Resources and Technology Project Year OneAnnual Report
Key Issues. Notwithstanding the extensive ‘Reserve Powers’ and ‘Reserve Decisions’ granted to the Preference Unit (PU) holders over the trustee under the December 2012 Suite, the QRC Working Group was concerned over the potential conflict of interest by an Aurizon Network-owned trustee as a counterparty to the bilateral SUFA commercial agreements with Aurizon Network. At the time of issuing the December 2012 Suite, Aurizon Network was concerned over the potential for an independent trustee to perform its role inappropriately. The QRC Working Group and Aurizon Network have now reached agreement that the adoption of an independent professional trustee and augmented rights of Aurizon Network and the PU holders to replace the incumbent trustee together constitute an appropriate commercial position.
Key Issues. The QRC Working Group was concerned that the restrictions on transfer of SUFA interests in the December 2012 Suite would unduly limit PU holders’ ability to finance the user funding commitments and to sell their PUs as they see fit. Aurizon Network considered that it was important to achieve full alignment of commercial interests between the PU holders and the holders, during the project delivery phase, of the access rights over the capacity created by the expansion, in the light of the significant governance rights granted to PU holders during this phase. Aurizon Network also considered this alignment should be continued during the operating phase because of the common interests of Aurizon Network and the PU holders in the performance of the coal chain. Following discussion in the first half of 2013, the QRC Working Group and Aurizon Network agreed that ‘stapling’ of PU holders’ rights and interests during the project delivery phase was appropriate. After further consideration and risk assessment, Aurizon Network concluded that the ownership of PUs by ‘unaligned’ parties during the operating phase could be mitigated by Aurizon Network having the opportunity to acquire the PUs of a PU holder seeking to sell its PUs. Consequently Aurizon Network and the QRC Working Group have agreed that the position on transfer of SUFA interests in the July 2013 Suite, namely ‘stapling’ during the project delivery phase and neither ‘stapling’ nor an Aurizon Network consent requirement during the operating phase, constitutes an appropriate commercial position.
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. The QRC Working Group was concerned that optimisation risk could be transferred to the trustee in situations where Aurizon Network had, without reference to the trustee, decided on the treatment of the project delivery issues that gave rise to that optimisation risk. Following discussions of this concern, Aurizon Network and the QRC Working Group have agreed that a clarification of the allocation of optimisation risk, as detailed below, provides greater clarity and achieves an appropriate commercial position.
