Resources Management Sample Clauses

Resources Management.  On the Transfer Date and every year after, Canada will provide each Aboriginal Party that has signed the Agreement with $200,000 to support their participation in the Waste Sites Management Committee.  On the Transfer Date and every year after, Canada will provide the Inuvialuit Regional Corporation with $200,000 to participate in the management of oil and gas resources in the onshore/offshore overlapping area in the Beaufort Sea region as set out in the Agreement for Coordination and Cooperation in the Management and Administration of Petroleum Resources in the Inuvialuit Settlement Region.

Resources Management. 8.1. Non-Profit is deemed the exclusive employer of the employees of the Charter School for the purposes of the Educational Employee Relations Act (EERA) under Cal. Gov. Code § 3540, et seq. Non-Profit will have sole responsibility for employment, management, dismissal, and discipline of its employees. 8.2. Non-Profit shall distribute a copy of its employee handbook to each employee at the Charter School each year. At a minimum, the handbook shall include a statement that Non-Profit is the exclusive employer of employees and has sole responsibility for employment, management, dismissal, and discipline of its employees. It shall also include specific expectations for employee performance and behavior, and due process rights of employees related to disciplinary actions (including termination), compensation and benefit information, and a description of both informal and formal complaint procedures that employees may pursue in the event of a disagreement. Such handbooks shall be provided to County Board and posted on the Charter School’s we4bsite, as provided in Schedules A and B. 8.3. At all times during the Term of the Charter, Non-Profit employees at the Charter School, parent volunteers who will be performing services with Non-Profit students that are not under direct supervision of a certificated teacher, and all vendors having unsupervised contact with Non-Profit students will submit to background checks and fingerprinting in accordance with Cal. Ed. Code § 45125.1. Non-Profit will provide certification to County Board that all employees and volunteers/vendors (as applicable) have cleared a criminal records check through the Department of Justice (“DOJ”) and the Federal Bureau of Investigation (FBI) prior to their having any unsupervised contact with students.

Resources Management. All the objectives and targets outlined here are achievable. How well and how quickly this happens depends crucially on the availability of resources and how smartly they are used. That means money, people, physical resources, proper intelligence and information, allied with the strength of will to use them in the best way. A key purpose of this Strategy is to ensure that the resources available are targeted and used effectively to bring about improvements in the borough. This means: • Being clear and agreeing about what we need to achieve so we are all pulling in the same direction • Maximising the funding we can generate or draw in to benefit ▇▇▇▇▇▇ and developing our own resources and the capacity to help ourselves • Co-operating to be more effective, cutting out duplication and waste, and pooling the budgets, knowledge and efforts of different organisations and groups where this makes sense • Listening and responding to what matters most to people locally • Targeting what we do to where it can make most difference • Doing the kind of things that experience has shown will really work and be successful • Checking on progress, letting people know how we are doing, and adjusting where necessary to keep on track Without the tools and the will to do the job, the improvements set out in this Strategy will not happen. The LAA runs for three years. It is an important step, but only a step, in a much longer journey to build a better future for people in Halton. If we succeed in achieving our targets they will translate into real improvements for local people. This is why it is important to know how we are doing and what progress we are making in meeting the improvement targets we have set ourselves. By monitoring progress closely we can identify and build on successes, provide necessary assistance or support where progress has not met expectations, and adjust our efforts and resources to adapt to changing circumstances. The forward programme of the Partnership in pursuit of the LAA will be reviewed and updated to ensure it responds to changing circumstances. As well as the high level scorecard, each Specialist Strategic Partnership will have a more detailed action plan. This will contain a richer hierarchy of outcomes, outputs, targets and milestones. Each Partnership will be accountable for its own performance and the Board will seek qualitative monitoring reports on how work is progressing. One of the key features of the LAA is the understanding of how each of...

Resources Management. The following administrative requirements must be implemented by Provider at the time Company’s information assets are stored, processed, transmitted or destroyed; except as required for compliance, litigation or legal or regulatory purposes.

Resources Management. The element of the platform aims at dealing with computing resources.

Resources Management. All the objectives and targets of the LAA are set out in the Outcomes Framework, attached at Appendix 1. How well and how quickly progress happens depends crucially on the availability of resources and how smartly they are used. That means money, people, physical resources, proper intelligence and information, allied with the strength of will to use them in the best way. A key purpose of the LAA is to ensure that the resources available are targeted and used effectively to bring about improvements in the borough. This means: • Being clear and agreeing about what we need to achieve so we are all pulling in the same direction. • Maximising the funding we can generate or draw in to benefit ▇▇▇▇▇▇ and developing our own resources and the capacity to help ourselves. • Co-operating to be more effective, cutting out duplication and waste, and pooling budgets, knowledge and efforts of different organisations and groups where this makes sense. • Listening and responding to what matters most to people locally. • Targeting what we do to where it can make most difference. • Doing the kind of things that experience has shown will really work and be successful. • Checking on progress, letting people know how we are doing, and adjusting where necessary to keep on track. To underpin this, the Partnership has made a big commitment to improving the way information is gathered, used and shared. Of particular note are:

Resources Management. Financial Management