Organisation and Management Clause Samples
The 'Organisation and Management' clause defines how the parties will structure and oversee the execution of their contractual obligations. It typically outlines the roles and responsibilities of each party, specifies reporting lines, and may establish procedures for coordination, communication, and decision-making. For example, it might require the appointment of project managers or regular progress meetings. This clause ensures that both parties have a clear understanding of how the contract will be managed in practice, reducing the risk of misunderstandings and facilitating efficient collaboration.
Organisation and Management i. The Alliance will be directed and administered by a Core Group with strategic representatives of the Participants in order to guarantee the realisation of the general principles, as far as achievable.
ii. The Core Group of the Alliance is supported by a team of financial and legal experts, as well as representatives who are able to give professional assessment of the clinical data supporting the choice to pursue an agreement.
iii. Participants will be involved on the basis of an equal partnership for the mutual benefit of all parties involved, with a pro-rato benefit/cost sharing related to number of vaccines/inhabitants.
iv. The process of how other Member States of the EU are enabled to participate will be defined within the next month.
Organisation and Management. 3.1 The Authority shall draw up, document and implement a service delivery plan in accordance with the Service Planning Guidance in Chapter 1.
3.2 A performance review shall be carried out by the Authority at least once a year based on the service delivery plan, documented and submitted for approval to either the relevant member forum or, where approval and management of service delivery plans has been delegated to senior officers, to the relevant senior officer.
3.3 Any variance in meeting the service delivery plan shall be addressed by the authority in its subsequent service plan.
Organisation and Management. 2.1 General organisation and management
Organisation and Management. (1) The Response Team Sponsor shall:
(a) Maintain an effective Response Team with a roll of not less than 6 members available to respond to emergency events; and
(b) Make available to the CDEM Group a copy of the annual report to the Annual General Meeting of the Response Team; and
(c) Keep records of all meetings, decisions and correspondence pertaining to the Response Team and provide a copy to the CDEM Group if requested; and
(d) Maintain a schedule of all training, incidents and other emergencies attended by the Response Team and provide a copy annually to the CDEM Group; and
(e) Complete an incident report form and schedule of costs for each deployment attended and provide a copy to CDEM Group after the incident; and
(f) Maintain an individual training record for each member and make available to the CDEM Group on request.
Organisation and Management. 2.1 General organisation and management
2.2 Quality assurance and monitoring and evaluation strategy
2.3 Communication and visibility
Organisation and Management. ▪ ABILITY TO PLAN, ORGANISE AND MANAGE WORK LOAD ▪ ABILITY TO WORK SYSTEMATICALLY AND MAINTAIN QUALITY ▪ ABILITY TO MANAGE OTHERS TO ACHIEVE SHARED GOALS 1 – 2 – 3 - 4
Organisation and Management. To increase the pace of Malmö's climate transition, the City of Malmö has initiated Climate Transition Malmö, a gathering of forces to mobilise Malmö's players to deliver on the Municipal Council's goal that Malmö should be a pioneer in reducing greenhouse gas emissions. Climate Transition Malmö organisationally consists of: • an ordering group responsible for controlling the overall progress of the process. • a process management that has its main focus on management, coordination and preparation. • identified areas of transition which independently allow the implementation of measures. At present, seven priority areas of transition have been identified. Everyone must understand each other's roles and be able to see the cooperation from each other's point of view. Mobility, collaboration and transparency are some organisational qualities that are keys to making this a complete success. Through frequent contacts with key people involved, both externally and internally at different levels, information is disseminated within the organization and enables it to reach the people who should be part of it more quickly. When communication and the flow of information is fast, decision-making also becomes faster. The ambition is to create fast-paced supportive and complementary structures that can motivate and further strengthen the culture of collaboration. The preparation and decision-making process within the framework of climate transition Malmö shall, as far as possible, connect to the line organisation's already established and organised communication channels. There are already a number of established arenas for dialogue and collaboration with external players. The City of Malmö's line organisation also has financial and personnel resources and a formal decision-making mandate that should not be overlooked.
Organisation and Management. Kristianstad municipality’s climate strategy efforts are based on the newly established sustainability unit at the department for growth and sustainable development at the municipal management office. This unit bears municipality-wide strategic responsibility for leading and developing the municipality’s sustainability work in line with the 2030 Agenda. The unit includes strategists working with climate, environment and social sustainability, international cooperations, climate and energy advisors and project managers for a series of group-wide sustainability projects. The unit heads the sustainability group with representation from all municipal administrations and companies working on sustainable development strategy in Kristianstad municipality. The Climate-Neutral Kristianstad 2030 process is being led by the sustainability unit under the management of a steering committee. Project partners are Kristianstad municipality, Krinova Incubator & Science Park, Kristianstad University, Hushållningssällskapet Skåne and Region Skåne. The non-profit organisation Naturskyddsföreningen i Kristianstad Bromölla (the Kristianstad Bromölla Nature Conservation Association) is also a project stakeholder. Representatives of these organisations form a project group and are divided into two transition teams for transport and agriculture respectively, the two sectors with the greatest climate impact in Kristianstad’s geographical region.
Organisation and Management. Through its various roles – as a local democratic representative, planning authority, supervisory authority, owner of land and property, the authority responsible for schools, etc. – the municipality has an important job to do in leading the climate transition. Since December 2019, ▇▇▇▇ municipality’s wholly owned companies have been formed a group of companies under parent company Lunds Rådhus AB. This facilitates clearer governance and a consistent approach to environmental and climate efforts. In 2018, Lund municipality was the first municipality in Sweden to establish a local climate policy council. This council is made up of representatives from ▇▇▇▇ University and the Swedish University of Agricultural Sciences, and its job is to scrutinise the municipality’s efforts to reduce climate impact and adapt to climate change. The council must also use an annual report submitted to the municipal board to propose improvements that will help the municipality to achieve its climate goals. Dialogue and collaboration are a natural element in ▇▇▇▇ municipality’s governance. Examples include ▇▇▇▇’▇ youth policy with youth representatives and a youth parliament, which provide young people with the opportunity to make their voices heard and influence decisions. The municipal student council is another key forum for dialogue between municipal politicians and students at Lund University. ▇▇▇▇ municipality maintains a leading role in engaging the entire city and all key stakeholders in the climate transition. The ongoing Climate-Neutral Lund 2030 Step 2 project is analysing which new working methods may be required in order to reach new levels in this work.
Organisation and Management. (1) The affairs of the voluntary response team shall be administered by a Management Committee consisting of the Team Leader, Deputy Team Leader and Section Leaders.
(2) The Management Committee shall:
(a) Maintain an effective voluntary response team with a roll of not less than six members and generally not more than twenty voluntary responders available to respond as required.
(b) Appoint personnel to vacant positions within the voluntary response team.
(c) Operate a bank accounts with all cheques for payment to be signed by the Team Leader and the Deputy Team Leader.
(d) Keep records of all meetings, decisions and correspondence pertaining to the Voluntary response team.
(e) Maintain a record of all call outs attended by the voluntary response team.
(f) Make provision for the Management Committee to meet and dispatch business and regulate their meetings as they think fit.
(4) One person may hold the Offices of both Secretary and Treasurer.
(5) The volunteer response team is able to independently raise funds for the purchase of equipment not supplied by the WDC. This equipment remains the property of the volunteer response team.