Management Case Clause Samples

The Management Case clause outlines the procedures and responsibilities for overseeing and administering a project or contract. It typically details how project progress will be monitored, who is responsible for reporting and decision-making, and the mechanisms for addressing issues as they arise. For example, it may specify regular review meetings, escalation processes for disputes, or the documentation required for project milestones. The core function of this clause is to ensure effective project governance and accountability, thereby minimizing misunderstandings and facilitating smooth project execution.
Management Case. ‌ The Caring for Ayrshire Programme will require robust governance and appropriate structures put in place that reflect our whole system approach. By its nature, the NHS Board, working in collaboration with their Health and Social Care Partners will be complex whilst accepting there will be a need to ensure openness and transparency around designing and implementing the strategic vision of the new models of health, care and wellbeing. Additionally working wider than just Health and Social Care, the concept of working in partnership with other public services such as our local authorities and education sector will require our governance routes and mechanisms to be adaptable to support and complement those who we are seeking to collaborate with in providing a whole system approach around future integrated services. The NHS Board has already put in place governance arrangements to support Stages 1 and 2 of the programme. The Caring for Ayrshire Programme Board was established to ensure oversight and to provide direction to the Caring for Ayrshire programme and is supported by a number of groups delivering on key areas of the programme.
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Management Case. 7.12.1 The project, should it proceed as per the preferred way forward, will be managed by a Project Board chaired by the Head of Primary Care and Community Services, North West Sector. The Director, North West Sector will act as Project Sponsor. 7.12.2 The Project Board will comprise representatives from the Senior Management Group of the ▇▇▇▇▇ ▇▇▇▇ ▇▇▇▇▇▇, ▇▇▇▇▇▇▇ CHP, and key stakeholders from the GP/User group, the PPF and representatives from West hubco as members of the Project Board and Project Delivery Group and the Board’s Capital Planning team. The Project Board will be expected to represent the wider ownership interests of the project and maintain co-ordination of the development proposal. 7.12.3 The Project Board reports to the NHSGGC Hub Steering Group, which oversees the delivery of all NHSGC hub projects. This Group is chaired by the Glasgow City CHP Director and includes representative from other Project Boards within NHSGGC, Capital Planning, Facilities, Finance, hub Territory and Hubco. This governance structure is illustrated in Fig. 1. (attached as Appendix 2) 7.12.4 A Project Steering Group would also be required to manage the day to day detailed information required to brief and deliver the project. If procurement progresses through the West of Scotland Hub this would be the key delivery forum. 7.12.5 The project will also be supported by a series of sub groups / task teams as required and identified in the Guide to Framework Scotland published by Health Facilities Scotland. These task teams will include Design User Group; Commercial; IM&T; Equipment; Commissioning and Public Involvement. 7.12.6 The Board anticipate that the Initial Agreement will be considered by the Capital Investment Group 2012. Should approval be granted to move to OBC, then the indicative project timetable is as follows: NHS GG&C Approval of IA September 2012 CIG Approval of IA October 2012 NHS GG&C Approval of OBC March 2013 CIG Approval of OBC April 2013 NHS Approval of FBC September/October 2013 CIG Approval of FBC November 2013 Construction Start January 2014 Construction Complete March 2015 Post Occupation Review Mid 2016 Post Project Evaluation +12 months from occupation 7.12.7 The Board has put in place arrangements for Programme Management and Project Management by appropriately skilled staff. The team is further resourced with capital Finance professionals with experience in previous revenue-financed public sector initiatives. Further, the Board have pro...
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Management Case. The PTS Mobile Data Replacement Project will report to the 2020 Steering group via the Enabling Technology Programme, providing regular highlight reports and representation at meetings. Nov-20 - Jan-21 Testing Feb-21 - Apr-21 Training Oct-20 Jan-21 Apr-21 Aug-20 - Oct-20 Interface development Jan-21 - Feb-21 Trial The following table summarises the engagement carried out with relevant governance groups and confirmation of their support for the proposal: Organisation The Scottish Ambulance Service is fully supportive of this proposal, with ▇▇▇▇▇ ▇▇▇▇▇▇ Director of Finance & Logistics taking the lead sponsor role. This proposal is incorporated into the Board’s Local Delivery Plan, Property and Asset Management Strategy, and Enabling Technology work stream -all of which have received Scottish Ambulance Service Board approval. This Initial Agreement was presented at the Service Board meeting on 28th March 2019 where approval to proceed Was granted. Executive Team The Initial Agreement requires the support of the Service’s Executive Team and has been presented for their approval to proceed. This Initial Agreement was presented at the Executive Team meeting on 5th March 2019. Enabling Technology Board The PTS Mobile Data Replacement Project is a standing agenda item at ET Board meetings with regular updates on progress. This Initial Agreement was presented to the Enabling Technology Board at their meeting on 20th February 2019. Approval to proceed was granted at this meeting. Scottish Government Capital Investment Group The Initial Agreement requires the support of Scottish Government Capital Investment Group and will be presented for their approval to proceed. The Initial Agreement will be presented to the Scottish Government Capital Investment Group at their meeting on the 15th May 2019.
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Management Case. Management arrangements
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Management Case. The project, should it proceed, will be managed by a Project Board chaired by the West of Scotland Director of Regional Planning. The West of Scotland Regional Planning Group and the Regional Cancer Advisory Group Director will act as Project Sponsors. The Project Board will comprise representatives from NHS Ayrshire & Arran, NHS Forth Valley, NHS Greater Glasgow & ▇▇▇▇▇, NHS Lanarkshire, Regional Planning, Staff Representatives and Patient and Staff side representatives. The Project Board will be expected to represent the wider ownership interests of the project and maintain co-ordination of the development proposal. The Project Board will report to the West of Scotland Regional Planning Group and Regional Cancer Advisory Group.
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Management Case. 5.3.1 The NHSL Governance process would be administered through the development of a 3 part business case namely: Initial Agreement, Outline Business Case and Full Business Case. These documents would seek approval at key stages by way of NHSL governance committees and the Scottish Government where required. Committee dates will inform project programming and allow for key stages of work to be funded. 5.3.2 Whilst the progress of the project from inception to completion is subject to NHSL governance committee approvals across its lifespan the design development will follow the RIBA plan of work. The NHSL Estates Projects team will seek to align and support these interdependent programmes whilst managing the numerous stakeholder groups which feed both. WGH Site Director Project Owner 5.3.3 A full Project Directory will be developed as the project develops but in the meantime the table below shows the key roles that will be undertaken at present. Estates Sector Manager Senior ICPN Capital Finance Manager Project Manager Project Team Manager Consultant Oncologist Director of Cancer Services Consultant Haematologist Clinical Nurse Manager Senior Clinical Research Fellow Clinical Service Manager Estates Liaison Officer Infection Control Support Capital Finance Support Project Manager Project Director Project Medical Advisors Project Clinical Advisor Project Co-ordinator Project Sponsor 5.3.4 The use of specialist external advisors will be essential and the early release of funds will allow their appointment via Frameworks Scotland 2.
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Management Case. Table 15 in the Commercial Case sets out the milestones for the development of the project through Initial Agreement, New Project Request, Outline Business Case, Full Business Case approval and finalisation of Contract documents.
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Management Case. 2.1. The NHSL Governance process would be administered through the development of a 3 part business case namely: Initial Agreement, Outline Business Case and Full Business Case. These documents would seek approval at key stages by way of NHSL governance committees and the Scottish Government where required. Committee dates will inform project programming and allow for key stages of work to be funded. 2.2. Whilst the progress of the project from inception to completion is subject to NHSL governance committee approvals across its lifespan the design development will follow the RIBA plan of work. The NHSL Estates Projects team will seek to align and support these interdependent programmes whilst managing the numerous stakeholder groups which feed both. 2.3. A full Project Directory will be developed as the project develops but in the meantime the table below shows the key roles that will be undertaken at present.
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Management Case 
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Related to Management Case

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  • Management Grievance The Employer may initiate a grievance at Step 3 of the grievance procedure by the Employer or designate presenting the grievance to the President of the Union or designate. Time limits and process are identical to a union grievance.

  • Management Plan The Management Plan is the description and definition of the phasing, sequencing and timing of the major Individual Project activities for design, construction procurement, construction and occupancy as described in the IPPA.

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If the Special Servicer determines from such review that: (i) None of the income from Directly Operating such Mortgaged Property would be subject to tax as "net income from foreclosure property" within the meaning of the REMIC Provisions or would be subject to the tax imposed on "prohibited transactions" under Section 860F of the Code (either such tax referred to herein as an "REO Tax"), then such Mortgaged Property may be Directly Operated by the Special Servicer as REO Property; (ii) Directly Operating such Mortgaged Property as REO Property could result in income from such property that would be subject to an REO Tax, but that a lease of such property to another party to operate such property, or the performance of some services by an Independent Contractor with respect to such property, or another method of operating such property would not result in income subject to an REO Tax, then the Special Servicer may (provided that in the good faith and reasonable judgment of the Special Servicer, it is commercially reasonable) acquire such Mortgaged Property as REO Property and so lease or operate such REO Property; or (iii) It is reasonable to believe that Directly Operating such property as REO Property could result in income subject to an REO Tax and that no commercially reasonable means exists to operate such property as REO Property without the Trust Fund incurring or possibly incurring an REO Tax on income from such property, the Special Servicer shall deliver to the Tax Administrator, in writing, a proposed plan (the "Proposed Plan") to manage such property as REO Property. Such plan shall include potential sources of income, and, to the extent reasonably possible, estimates of the amount of income from each such source. Upon request of the Special Servicer, the Tax Administrator shall advise the Special Servicer of the Tax Administrator's federal income tax reporting position with respect to the various sources of income that the Trust Fund would derive under the Proposed Plan. After receiving the information described in the preceding sentence from the Tax Administrator, the Special Servicer shall implement the Proposed Plan (after acquiring the respective Mortgaged Property as REO Property), with any amendments required to be made thereto as a result of the Tax Administrator's tax reporting position. The Special Servicer's decision as to how each Administered REO Property shall be managed and operated shall be based on the Servicing Standard and, further, based on the good faith and reasonable judgment of the Special Servicer as to which means would be in the best interest of the Certificateholders (and, in the case of any Administered REO Property related to a Serviced Loan Combination, the related Serviced Non-Trust Mortgage Loan Noteholder(s)), as a collective whole, by maximizing (to the extent commercially reasonable and consistent with Section 3.17(b)) the net after-tax REO Revenues received with respect to such property without materially impairing the Special Servicer's ability to promptly sell such property for a fair price. In connection with performing their respective duties under this Section 3.17(a), both the Special Servicer and the Tax Administrator may consult with counsel and tax accountants, the reasonable cost of which consultation shall be covered by, and be reimbursable as, a Servicing Advance to be made by the Special Servicer. (b) If title to any Administered REO Property is acquired, the Special Servicer shall manage, conserve, protect and operate such REO Property for the benefit of the Certificateholders (and, in the case of any Administered REO Property related to a Serviced Loan Combination, the related Serviced Non-Trust Mortgage Loan Noteholder(s)) solely for the purpose of its prompt disposition and sale in a manner that does not and will not: (i) cause such REO Property to fail to qualify as "foreclosure property" within the meaning of Section 860G(a)(8) of the Code for purposes of Section 860D(a) of the Code; or (ii) except as contemplated by Section 3.17(a), either result in the receipt by any REMIC Pool of any "income from non-permitted assets" within the meaning of Section 860F(a)(2)(B) of the Code or result in an Adverse REMIC Event or an Adverse Grantor Trust Event. Subject to the foregoing, however, the Special Servicer shall have full power and authority to do any and all things in connection therewith as are consistent with the Servicing Standard and, consistent therewith, shall withdraw from the related REO Account, to the extent of amounts on deposit therein with respect to any Administered REO Property, funds necessary for the proper operation, management, maintenance and disposition of such REO Property, including: (i) all insurance premiums due and payable in respect of such REO Property; (ii) all real estate taxes and assessments in respect of such REO Property that may result in the imposition of a lien thereon; (iii) any ground rents in respect of such REO Property; and (iv) all costs and expenses necessary to maintain, lease, sell, protect, manage, operate and restore such REO Property. To the extent that amounts on deposit in the related REO Account in respect of any Administered REO Property are insufficient for the purposes set forth in the preceding sentence with respect to such REO Property, the Master Servicer shall, at the direction of the Special Servicer, make Servicing Advances in such amounts as are necessary for such purposes unless the Master Servicer determines, in accordance with the Servicing Standard, that such payment would be a Nonrecoverable Advance; provided, however, that the Master Servicer may make any such Servicing Advance without regard to recoverability if it is a necessary fee or expense incurred in connection with the defense or prosecution of legal proceedings. (c) Without limiting the generality of the foregoing, the Special Servicer shall not, with respect to any Administered REO Property: (i) enter into, renew or extend any New Lease with respect to such Administered REO Property, if the New Lease, by its terms would give rise to any income that does not constitute Rents from Real Property; (ii) permit any amount to be received or accrued under any New Lease other than amounts that will constitute Rents from Real Property; (iii) authorize or permit any construction on such Administered REO Property, other than the completion of a building or other improvement thereon, and then only if more than 10% of the construction of such building or other improvement was completed before default on the related Serviced Mortgage Loan became imminent, all within the meaning of Section 856(e)(4)(B) of the Code; or (iv) Directly Operate, or allow any other Person, other than an Independent Contractor, to Directly Operate such Administered REO Property on any date more than 90 days after the related REO Acquisition; unless, in any such case, the Special Servicer has obtained an Opinion of Counsel (the cost of which shall be paid by the Master Servicer, at the direction of the Special Servicer, and shall be reimbursable as a Servicing Advance) to the effect that such action would not cause such Administered REO Property to fail to qualify as "foreclosure property" within the meaning of Section 860G(a)(8) of the Code for purposes of Section 860D(a) of the Code at any time that it is held by a REMIC Pool, in which case the Special Servicer may take such actions as are specified in such Opinion of Counsel. (d) The Special Servicer may contract with any Independent Contractor for the operation and management of any Administered REO Property; provided that: (i) the terms and conditions of any such contract shall not be inconsistent herewith and shall reflect an agreement reached at arm's length; (ii) the fees of such Independent Contractor (which shall be expenses of the Trust Fund and, in the case of any Administered REO Property that relates to a Serviced Loan Combination, the related Serviced Non-Trust Mortgage Loan Noteholder(s)) shall be reasonable and customary in consideration of the nature and locality of such Administered REO Property; (iii) except as permitted under Section 3.17(a), any such contract shall require, or shall be administered to require, that the Independent Contractor, in a timely manner, (A) pay out of related REO Revenues all costs and expenses incurred in connection with the operation and management of such Administered REO Property, including those listed in Section 3.17(b) above, and (B) except to the extent that such revenues are derived from any services rendered by the Independent Contractor to tenants of such Administered REO Property that are not customarily furnished or rendered in connection with the rental of real property (within the meaning of Section 1.856-4(b)(5) of the Treasury regulations or any successor provision), remit all related revenues collected (net of its fees and such costs and expenses) to the Special Servicer upon receipt; (iv) none of the provisions of this Section 3.17(d) relating to any such contract or to actions taken through any such Independent Contractor shall be deemed to relieve the Special Servicer of any of its duties and obligations hereunder with respect to the operation and management of such Administered REO Property; and (v) the Special Servicer shall be obligated with respect thereto to the same extent as if it alone were performing all duties and obligations in connection with the operation and management of such Administered REO Property. The Special Servicer shall be entitled to enter into any agreement with any Independent Contractor performing services for it related to its duties and obligations under Section 3.16 and this Section 3.17 for indemnification of the Special Servicer by any such Independent Contractor, and nothing in this Agreement shall be deemed to limit or modify such indemnification. No agreement entered into pursuant to this Section 3.17(d) shall be deemed a Sub-Servicing Agreement for purposes of Section 3.22. (e) Notwithstanding anything to the contrary, this Section 3.17 shall not apply to any Outside Administered REO Property.

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