Issue Description. EXECUTION, REGISTRATION OF TRANSFER ------------------------------------------------------- AND EXCHANGE OF SECURITIES --------------------------
Issue Description. Impact of the closure of the obligation At a strategic level, with the closure of the RO to new projects in 2017, the large suppliers are left with an RO exposure that is no longer long term and rising. As such, the incentive to lock in significant volumes of ROCs under long term arrangements is potentially reduced, especially since the obligation will start to reduce after 2017 when projects start rolling off the scheme. Reduced number of VIUs with significant RO exposure Research from Cornwall Energy, that looked at the supply and demand dynamics of the ROC market out to 2016 – 2017, suggests at least one of the large suppliers will be able to meet its renewable obligation in 2012- 2013 with ROCs sourced from its own assets or from already contracted assets. The research predicts that this trend is likely to continue with a significant pipeline of VIU owned utility scale renewable projects coming on line in the short term, most notably the offshore round 2 and round 3 wind farms. As such, the number of large suppliers in the market for a long term ROC position is potentially decreasing. Increased reliance on a growing short A number of respondents suggested that those suppliers that still have an obligation to meet are adopting contracting strategies that rely to a greater extent on the short term ROC market than on longer term offtake term ROC market agreements. This is rationalised as follows: Historically, in the early days of the RO where there was limited vertical integration of renewable generation development, suppliers generally sourced their ROCs from independents. As these independents tended to use limited recourse debt finance, these ROCs were generally contracted under long term PPAs. However, this left suppliers potentially exposed to the risk of over- contracting for ROCs as their annual obligation fluctuates each year with their share of the retail market, which depending on the level of competition and customer switching, will itself change through time. However, over the last three to five years, the availability of sellers of ROCs that are prepared to contract on a shorter term basis has increased. This is being driven by two dynamics; An increasing volume of older renewable plant for which the original PPA arrangements have expired; and The growing market share of European utilities who have built assets on their balance sheet instead of relying on project finance. With a more diverse supply of ROCs that are not tied to ...
Issue Description. Full Faith and Credit Financing Agreement, Series 2022 (Aquatic Center) (the “Financing Agreement”) Security: Pursuant to the terms of the Financing Agreement, the City’s obligation to pay the amounts due under the Financing Agreement is absolute and unconditional. Pursuant to ORS 287A.315 the City will pledge its full faith and credit and its taxing power, within the limitation of Sections 11 and 11b of Article XI of the Oregon Constitution to make the payments due under the Financing Agreement. This pledge of the City’s full faith and credit and taxing power shall not entitle the Bank to any lien on, or pledge of, specific properties or revenues of the City. The Financing Agreement will not constitute a debt or indebtedness of Xxxxx County, the State of Oregon, or any political subdivision thereof other than the City. The obligation of the City to pay amounts due under the Financing Agreement is not subject to appropriation. The City expects to prepay the Financing Agreement in part from the proceeds of the Oregon Lottery Grant as described above, however those proceeds are not directly pledged to repayment of the Financing Agreement. See Attachment 2 for a form of the Financing Agreement. No Acceleration: The Financing Agreement will not be subject to acceleration. Amount: $3,075,000* *Preliminary, subject to change. Anticipated Closing/Dated Date: Tuesday, July 19, 2022 Purpose: Proceeds from the Financing Agreement are expected to provide funds for construction of a new aquatic center and paying associated financing issuance costs. City of Xxxx Xxx, Xxxxx County, Oregon Request for Bids for Full Faith and Credit Financing Agreement, Series 2022 (Aquatic Center)
Issue Description. Issue details ... # Environment details ... # Steps to Reproduce ... # Business Impact ...
Issue Description. 4. The trustees shall have the power to take any and all actions that in the judgment of the trustees are necessary or proper to fulfill the purposes of the Trust Agreements, including the requirement that 100% of the Abatement Funds distributed shall be used to abate the opioid crisis in accordance with the terms hereof. 5. Notwithstanding any other provision of these Tribal Opioid Litigation Settlement Trust Distribution Procedures, the trustees shall implement these Tribal Opioid Litigation Settlement Trust Distribution Procedures in accordance with the Indian Self-Determination and Education Assistance Act of 1975, 25 U.S.C. 5301 et seq. and, for the avoidance of doubt, a Tribe, Tribal Organization or inter-tribal consortium may charge its federally-approved indirect cost rate consistent with such Act with respect to opioid abatement programs carried out by such Tribe, Tribal Organization or inter-tribal consortium. Schedule B Approved Uses Support treatment of Opioid Use Disorder (OUD) and any co-occurring Substance Use Disorder or Mental Health (SUD/MH) conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following: PART ONE: TREATMENT
Issue Description. Current Contract Lack of clarity of service provision for and policy for ferry patrons, emergency services agencies and others. Cost Costs associated with the current level of service and related factors are increasing. Fees are the only means of cost recovery and need to reflect sound principles. Fees Fee structures need to be soundly based, fair and easy to administer. The issue of fees will always attract community discussion. Outages Planned or unplanned outages create additional costs and inconvenience with alternative access arrangements required to be put in place. Alternative access Use of the water taxi, barge and bus service during outages has an effect on access, safety and convenience. Operating schedule The need for an operating schedule that optimises cost and convenience for ferry users. Safety Access to the Island is an important community safety issue. Future replacement The future of the ferry service, although not within the scope of the project, will attract discussion and comment. Transparency The community expects access to reliable information in appropriate forms to generate a good understanding of issues and to assist in decision-making.
Issue Description. While innovation ecosystems refer to the innovation-specific environment of a company, the industry sector a company is part of, is not per se related to innovation. However, for a long time, scholars studying innovation processes have argued and examined how innovation patterns differ between industrial sectors. The industrial economic literature has highlighted the role of structural features of industrial sectors such as the degree of concentration and vertical integration. The new industrial organization theory has focused on firm behaviour instead. For a review of these literatures, see (Xxxxxxx 2001). More recently, scholars working with an evolutionary economics perspective have characterized differences between sectors via technological trajectories and regimes (Pavitt 1984, Xxxxxxx and Orsenigo 1997, Xxxxxxx 2001, Xxx xx Xxxx 2003, Castellacci 2008) or sectoral (rather than national or regional) systems of innovation (Xxxxxxx 1997, Xxxxxxx 2002). In this section we offer a concise discussion of conceptual building blocks to identify and characterize relevant sectoral characteristics, and how these relate to differences in innovation patterns, e.g. regarding the distribution and coordination of innovation labour between firms and users. In addition we highlight some limitations, in particular the reminder that within sectors there will be diversity among firms. The chapter concludes with identifying implications for the IIT project, especially with regard to the sampling of firms to be investigated.
Issue Description. The concept of open innovation (OI) has received high attention in recent years, both from an academic and practitioner’s perspective. It is based on the idea that firms can and should use methods, strategies and business models to increase the exchange of knowledge between different parts of organisations, networks, value chains and markets to improve the success rate of innovations, and in this sense links up with the innovation ecosystem concept elaborated above. Web-enabled tools like crowd sourcing (see 4.2) have importantly contributed to the success of this concept as drivers of open innovation practices. The popularity of the OI concept comes from the benefits to firms stressed in many publications from being exposed to ideas external to an organisation, thereby reducing development costs and risks (Xxxxxxxxxx, 2003; Lichtenthaler, 2011). Sources of these ideas and collaborations include users, suppliers, venture capitalists and competitors (x.x. Xxxxx et al., 2005; Xxxxxxxx and Xxxxxxxxx, 2005; xxx Xxxxxx, 1986), associating the concept with other practices such as demand-led innovation and supply and value chain management. The IIT project aims at adding to our understanding of the challenges related to practicing open innovation, the variety of its practical manifestations across different companies and its relative importance to different types of firms, and at exploring the technologies, processes and competences required to support it at company and network level. In the following the concept of OI is described in more detail, highlighting also insights on different forms of OI being practiced, in order to concretize the research approach taken by the IIT project.
Issue Description. Web-enabled tools such as team-based workspaces and crowdsourcing are important means to support effective innovation practices. This section provides an overview of the state of the art and best practices of such tools and explains how such tools support modern open innovation practice. In this section we do not cover general, conceptual tools for management of innovation as the focus is primarily to address web- enabled tools which support specific aspects of innovation process and innovation management. However some attention is paid to how the ICT tools support collaboration, as collaboration is an important precondition for effective and open innovation (Ebersberger et al. 2015). The main issues addressed are: 1. What are the tools commonly in use and to be considered as good practice, 2. How do such tools affect the actual innovation process and the management of innovation, 3. What are the current gaps in innovation support tools and what are the requirements for the future.
Issue Description. Innovation management is a complex and multidimensional practice, and draws on many disciplines that traditionally have been studied separately (Xxxx, 2001). Consequently, the field contains several research streams, such as studies on organizational learning, project management, and top management teams, which are to some extent independent (Xxxxxxx and Apaydin, 2010). This shows in textbooks and various review articles of the field (e.g., Xxxxxxx and Xxxxxx, 2008; Xxxx, Xxxxxxx and Xxxxxx, 2006);To further develop this research field, a more systemic understanding and a holistic view has been called for, in order to better understand the relationships between existing theoretical constructs and streams of research. Also from the practitioner’s perspective, holistic studies are considered highly valuable (x.x. Xxxxxxxx et al., 2007; Medcof, 2008). As shown by Xxxxxxx and Xxxxxxx (2010), innovation processes touch upon different organizational levels, are based on different drivers, move in different structural directions, draw on different sources, and focus on different loci. Similarly, innovation management practices can be seen as configurations consisting of a vast range of managerial tasks in different hierarchical levels, taking into consideration issues such as strategy, structure, and culture, for which different tools, guidelines and concepts have been developed. From this perspective, we understand innovation more specifically as a process where micro-level activities in different subfields gradually become interlinked and tightly coupled. In our project, we will focus on these innovation processes and the ways these are managed and structured. Given that innovation management and strategy are two very well researched areas, our review cannot do justice to the full range of literature available. Furthermore, a large part of the literature is mainly concerned with internal processes, while the interest of IIT is also on how internal processes of innovation management relate to or are affected by how a company interacts with its environment. Thus, we will focus on the question how the particular type of innovation practice as open or closed, embedded into ecosystems, incremental or radical is or needs to be reflected in innovation management and strategy. Key insights on impact on innovation practices and performance Rather than aiming for one best way to manage innovation, IIT aims to provide insights into effective organizational configurations ...
