Background and Overview Clause Samples

Background and Overview. 2.1 Section 113 (1) of the Local Government Act 1972 provides that a local authority may enter into an agreement with another local authority for the placing at the disposal of the latter for the purposes of their functions, on such terms as may be provided by the agreement, of the services and officers employed by the former. 2.2 At their meetings on [Date] and [Date] East ▇▇▇▇▇▇▇ District Council and Boston Borough Council respectively decided to prepare proposals for an integrated shared management structure that is intended to facilitate the development of a Strategic Partnership between the two councils. 2.3 At its meeting on [DATE] East ▇▇▇▇▇▇▇ District Council agreed to the secondment of its Chief Executive to Boston Borough Council and at its meeting on [Date] Boston Borough Council approved the appointment of its Chief Executive and Head of the Paid Service in a joint arrangement with East ▇▇▇▇▇▇▇ District Council. 2.4 The objects of a Strategic Alliance facilitated by a shared workforce structure are: o To provide adequate capacity to both authorities so that they are individually and collectively better able to deliver on their priorities to local people. o Acting together to develop, promote jointly and secure investment in strategic infrastructure that will benefit both areas by assisting economic growth and regeneration, including, but not limited to roads, railways, flood defences and land drainage, educational, health and well-being infrastructure, especially in and around Boston, Skegness and Mablethorpe, which are each areas designated as eligible to compete for Towns Fund monies o For each council individually to continue to exercise democratically accountable local government in their respective areas and have their own governance arrangements whilst sharing management of agreed internal and external services. o To provide opportunity and ease the transition to more joint commissioning of services and sharing resources where a business case supports such a decision. o To provide more efficient and economical services to local people whilst maintaining or improving the quality of the services that are provided to them. o To make financial savings to the combined staffing costs of the existing management structures. 2.5 Although the shared workforce structure may provide opportunities and ease the transition to joint commissioning of services, this agreement does not commit either council to the commissioning of joint services. 2.6 At the...

Background and Overview. 2.1 Section 113 (1) of the Local Government Act 1972 provides that a local authority may enter into an agreement with another local authority for the placing at the disposal of the latter for the purposes of their functions, on such terms as may be provided by the agreement, of the services and officers employed by the former. 2.2 At their meetings on 28 July 2010 and 12 August 2010 South Holland District Council and Breckland District Council respectively decided to prepare proposals for an integrated shared management structure covering agreed areas of joint working between the Councils. 2.3 At its meeting on 11 August 2010 South Holland District Council agreed to the secondment of its Chief Executive, to Breckland District Council for 50% of his/her time and at its meeting on 12 August 2010 Breckland District Council approved the appointment of its Chief Executive and Head of the Paid Service in a joint arrangement with South Holland District Council. 2.4 The requirements of the shared management structure are: o To make financial savings to the combined staffing costs of the existing management structures exceeding 35% plus other consequential savings. o To provide adequate management capacity to both authorities. o For each council individually to continue to exercise democratically accountable local government in their respective areas and have their own governance arrangements whilst sharing management of agreed internal and external services. o To provide opportunity and ease the transition to more joint commissioning of services and sharing resources where a business case supports such a decision. o To be capable of both contraction if for example client roles for external services are combined and expansion if for example a third local authority wished to join, without the need to fundamentally redesign the structure. 2.5 Although the shared management structure may provide opportunities and ease the transition to joint commissioning of services and sharing resources, this agreement does not commit either council to the commissioning of joint services. 2.6 At their respective meetings on 15 December and 16 December 2010 the Councils resolved to enter into this Agreement.

Background and Overview. This Agreement relates to modifications to the city's application of the Families First Coronavirus Response Act - H.R. 6201 (FFCRA) benefits. Per the FFCRA, and under the city's current utilization, Emergency Responders, including, but not limited to, firefighters, law enforcement officers, emergency management personnel, 911 operators, public works personnel, and persons with skills or training in operating specialized equipment or other skills needed to provide aid in a declared emergency, are exempt from the FFCRA and are not eligible for any included benefits, unless otherwise provided by the city. The city has designated CPMA members as Emergency Responders for purposes of FFCRA benefits. The benefits outlined below are designed to protect CPMA members while preserving management's ability to ensure essential Emergency Responders, who are required to work in emergency environments, are available to provide such services and at necessary staffing levels during the COVID-19,pandemic recognized by the World Health Organization. The Parties have satisfied their obligations to meet arid confer in good faith in accordance with the ▇▇▇▇▇▇-▇▇▇▇▇▇-▇▇▇▇▇ Act ("MMBA") in response to the city's determination that these benefits are not required by the FFCRA and are being provided at the sole discretion of the city. Based on the above, the city has proposed and the CPMA has agreed to replace the current application of Emergency Paid Sick Leave for Emergency Responders with the following:

Background and Overview. 1.1 The subject of this Schedule of the Agreement is the operation of hospital discharge funding arrangements for 2022/23. The Schedule links into Scheme 4: Urgent and emergency care. 1.2 This Schedule describes financial contributions by the NHS to meeting Council costs for supporting hospital discharge. 1.3 This Schedule details funding included within the Pooled Fund as well as funds transferred to the Council by the NHS in 2021/22 that are being used to support hospital discharge in 2022/23. 1.4 Unless the context otherwise requires, the defined terms used in this Schedule will have the meanings set out in the Partnership Agreement.

Background and Overview. 1.1 The School Wellbeing Service is a joint CYC, Schools and CAMHS service funded to work within school clusters to strengthen and improve the emotional and mental health support arrangements for children and young people in universal school settings 1.2 The Service is being undertaken in all six geographical school clusters across York 1.3 The Service will employ 6 School Wellbeing Workers. 1.4 The School Wellbeing workers as part of the service will:  Provide training and continued professional development  Offer consultation, advice and support  Facilitate pathways to different care and support - including specialist services  Work in partnership to deliver evidenced based direct work to children, young people and parents. See appendix one for a more detailed breakdown of the areas of work 1.5 This arrangement is non-exclusive and nothing in this Memorandum shall prevent either party from engaging in similar relationships or arrangements with other organisations or entities either during or after the term of the arrangement. 1.6 This Memorandum sets out the principles and aims of the arrangement and, except where stated otherwise, is not intended to form or be construed as a legally binding document. 1.7 This Memorandum must not conflict with the agreement between CYC and TEWV (CAMHS) for the provision of services.

Background and Overview. In 2020, The National Suicide Hotline Designation Act was passed by the Federal Government, designating 988 as the emergency number for behavioral health crises. The passage of House Bill 2417 in Oregon during the 2021 session directs Oregon Health Authority to study and evaluate methods to expand and enhance Oregon’s Behavioral Health Crisis Response System. The current Lifeline Centers in Oregon will become 988 Crisis Call Centers when the 988 Crisis Hotline goes live nationally on July 16, 2022. The Crisis Hotline will be answered by trained and qualified Crisis Intervention Specialists who will triage calls, texts, and chats and provide remote screening and intervention 24/7, as well as activate an in-person mobile crisis service response from the Community Mental Health Programs when appropriate. Crisis Intervention Specialists may provide remote crisis assessment, intervention and/or information and referrals to County Mental Health Programs, local law enforcement, or other appropriate resources. Those seeking assistance can ask questions and share concerns about themselves or someone they know who may be experiencing mental illness, substance use, developmental disability, or thoughts of self- harm or suicide. Crisis services that can be addressed by the 988 Call Center are not limited to suicide prevention, but also include, services to address depression, anxiety, sexual assault, domestic violence, grief, runaways, elderly concerns, emergency disaster crisis response, substance use disorder, and critical incident stress debriefing. Oregon Health Authority also seeks to address workforce development as a priority, with particular focus on recruiting and supporting a workforce that is culturally responsive and reflects the racially, ethnically, linguistically, ability- and gender-diverse populations across the state. This priority and expectation apply to 988 Call Centers as well.

Background and Overview. Corus International is seeking to engage one or more translation firms that can provide written translation services for documents related to Corus’ business (international development and relief). We are seeking to establish a long-term agreement with one or more firms that can translate documents from English into French (African audience) or Spanish (Latin American audience) and potentially other languages. Firms that can also provide French to English or Spanish to English services are preferred, though the anticipated volume of those translations is very small. Documents needing translation will most commonly include agency internal policies and procedures, presentations and correspondence. Contracted translators will be expected to provide high quality translations in the same format of the original document (Word, Powerpoint, Excel). Corus estimates requiring the translation of English documents totaling 100,000 words per 12-month period.

Background and Overview. This Agreement relates to modifications to the city's use and accrual of vacation time whereby an employee has the option to receive either vacation time off or to cash out the vacation time. This Agreement also relates to modifications to the city's use and accrual of compensatory time whereby an employee has the option to receive compensatory time off in lieu of overtime and clarifies that employees will not have the option beginning January 1, 2020 to carry over compensatory time from one calendar year to the next. All compensatory time must be used in the calendar year it is accrued or it will be paid out on the last pay date of the calendar year. The .city will allow an employee an option to convert existing accrued and unused vacation to cash up to one hundred and sixty (160) hours no later than December 10, 2019. The city will also allow an employee the option of carrying over their existing compensatory time balance as of December 31, 2019 through June 14, 2020, and will be cashed out on the last pay date in June 2020. Effective January 1, 2020 all accrued and unused compensatory time will be cashed out on the last pay date in December of each calendar year.

Background and Overview. Kos, Innovex and PharmaBio have executed a Master Services Agreement on the date hereof, pursuant to which Innovex will provide contract sales services in the Territory for the Products.