Pros. You should always ask a Pro if he or she has experience or credentials (such as a license, certification or education) that are relevant to Your Project and verify such information. The laws, regulations, governing authorities, standards, practices and procedures that apply to Your particular Project may differ depending on Your location. QuickCarl does not endorse or otherwise guarantee any Pro.
Pros. Music only includes public performance rights if at the time of download from xxxxxxx.xxx, LICENSEE selects “public performance placement”. In order to properly report music used in TV and radio productions, cue sheets must be filed with the networks, stations and appropriate PROs. FILMPAC will provide you at the time of download with the necessary information to fill out your own cue sheet for a specific Music track. As between LICENSEE and FILMPAC, LICENSEE is solely responsible for preparing, submitting and managing cue sheets for Music that LICENSEE has downloaded. FILMPAC is not responsible for reporting or payment of royalties.
Pros. Since the City of Northfield is the main user of fire services (70+ %) it makes sense that it is part of city government. This option provides for coordination between the Fire Department and other city operations e.g. police, finance, human resources. Fastest implementation.
Pros. (1) Separate contracts would allow consulting firms multiple opportunities to compete for each individual project.
Pros. (1) This alternative reduces overhead costs for each project requiring vertical conveyance design services; the solicitation, negotiations and contracting for vertical conveyance design is completed onetime for all projects.
Pros. Complies with the terms of the lease amendment, and provides Port’s tenant ability to meet current customer’s demand of servicing two large vessels simultaneously. Cons: • Capital investment required sooner. This is the recommended alternative. ATTACHMENTS TO THIS REQUEST None PREVIOUS COMMISSION ACTIONS OR BRIEFINGS • February 4, 2014 – Commission approved authorization for the Chief Executive Officer to direct staff to purchase materials, advertise for construction bids, execute construction contracts, and fund the construction phase of the stormwater improvements portion of the Terminal 46 Development Program in the amount of $6,500,000, bringing the total amount currently authorized for the program to $12,500,000. • April 9, 2013 – Commission approved authorization for the Chief Executive Officer to direct staff to develop design documents, execute consultant contracts, apply for permits, and prepare construction documents as part of the T-46 Lease improvements project for an estimated cost of $6,000,000.
Pros. Would provide in-house expertise for this service. CONS: • There is additional cost to the Port to hire and release these hires. • There could also be challenges to find qualified applicants willing to be hired under a limited duration position as it is less desirable than a full-time position.
Pros. This would maintain and grow the momentum in this market and would increase funding targeted promotions, media familiarization projects, and pro-active planning and outreach. • We would take advantage of the status in the market created by our strong and steady presence over the years, the increase of major motion pictures released in the UK featuring our destination and the global business reputation of our city. • The new scope of work will allow for limited cruise-related projects in France that are not otherwise supported by the tourism partnership. Cons: • Request could increase the budget by $150,000 over 3 years. Alternative 3 is the recommended alternative. ATTACHMENTS TO THIS REQUEST (none) PREVIOUS COMMISSION ACTIONS OR BRIEFINGS
Pros. This is our first victory after the election. The administration reversed its strategy and our primary demand is being met: Columbia recognizes our union, an unprecedented concession after 17 years of fighting academic worker unions at Columbia. If Columbia does not bargain in good faith the framework would be void and we could act accordingly. If we vote no to this currently proposed framework Columbia will likely continue its legal opposition to our union. In the future, we may have to use all the tools at our disposal, including potentially organizing a strike, simply to get Columbia to the bargaining table. Cons: We did not have a direct voice in drafting this framework. Columbia circumvented our Bargaining Committee by going directly to UAW leadership. There is no guarantee, but Columbia could renew its proposal even if we reject this proposal. Our overwhelming vote to unionize and the grad worker strike made the administration concede. We could try to get Columbia to bargain without restrictions on striking.
Pros. This kind of agreement is standard higher-ed union contracts. What counts as “academic” is still subject to bargaining with Columbia. We define the limits of “the integrity of Columbia’s academic decision-making or Columbia’s exclusive right to manage the institution” in the bargaining process. Cons: None.
