Memorandum Of Understanding Quotes

In one case, Amazon negotiated a memorandum of understanding with a police department in Florida, discovered through a public records request filed by journalist Caroline Haskins, which showed that police were incentivized to promote the Neighbors app and for every qualifying download they would receive credits toward free Ring cameras. The result was a “self-perpetuating surveillance network: more people download Neighbors, more people get Ring, surveillance footage proliferates, and police can request whatever they want,” Haskins writes. Surveillance capacities that were once ruled over by courts are now on offer in Apple’s App Store and promoted by local street cops. As media scholar Tung-Hui Hu observes, by using such apps, we “become freelancers for the state’s security apparatus.

Before leaving office, President Barack Obama signed a Memorandum of Understanding with Israel that included a record $38 billion to provide the country with military assistance over a ten-year period. It guaranteed a steady flow of American-funded and -manufactured weapons—which Israel uses, among other applications, to kill us.

If, as some believe, the BRI is a Trojan horse smuggling CCP influence into a country’s political system, some seemingly innocuous provisions in the Italian memorandum of understanding hint at what is hidden in its belly. Along with promoting sister-city networks—and specifically the twinning of Verona and Hangzhou—the memorandum agreed that ‘Parties will promote exchanges and cooperation between their local authorities, media, think tanks, universities and the youth’, including cooperation between Italy’s national public broadcaster, RAI, and the China Media Group (overseen by the CCP’s Central Propaganda Department).154 These provisions open the door for greater CCP influence activity.

Rich Nichols became the attorney for the players and the new head of their players association. With that, the tone of the relationship between the national team and the federation was about to take a sharp turn. * * * Nichols’s first major action in his new role was to tell U.S. Soccer that, as far as the players association was concerned, there was no collective bargaining agreement in place and the players could strike if they wanted. U.S. Soccer got the letter on Christmas Eve of 2015. His argument went back to Langel’s memorandum of understanding. An MOU isn’t a CBA, his argument went, and therefore it could be canceled at any time. If that was true and the MOU was canceled, the no-strike provision of the previous CBA would not be in effect, and the players could threaten to boycott the 2016 Olympics. The national team was trying to get back the leverage of a potential strike.

Phase Activities Action Establish relationships and common agenda between all stakeholders Collaboratively scope issues and information Agree on time-frame Reflection On research design, ethics, power relations, knowledge construction process, representation and accountability Action Build relationships Identify roles, responsibilities and ethics procedures Establish a Memorandum of Understanding Collaboratively design research process and tools Discuss and identify desired action outcomes Reflection On research questions, design, working relationships and information requirements Action Work together to implement research process and undertake data collection Enable participation of others Collaboratively analyse information generated Begin planning action together Reflection On research process Evaluate participation and representation of others Assess need for further research and/or various action options Action Plan research-informed action which may include feedback to participants and influential other Reflection Evaluate action and process as a whole Action Identify options for further participatory research and action with or without academic researchers Figure 2.1 Key stages in a typical PAR process

This is a summary of the negotiated sale approach: 1. Package the company. Identify and describe the company’s strengths clearly and accurately, both in the descriptive memorandum and in phone calls, e-mails, and meetings. 2. Identify and contact all the potential buyers. Employ discipline and creativity in pursuing more than just the likely buyers. 3. Execute a disciplined process for following up and moving the buyers forward. 4. Negotiate by understanding the strategic implications of the acquisition for each buyer. 5. Endeavor to get multiple offers at the same point in time. Take the highest offer. Package

It was a late Friday afternoon when old Mr. Bartha came to my office. I offered him a drink and gave him a quick rundown of what we needed. I had prepared a Memorandum of Understanding and handed it over to him. When he saw the daily fee, which was market rate, but lowish, he suddenly became very emotional and cried. He said he couldn’t accept. His company was almost bankrupt, hundreds of families with children were very poor now. Couldn’t I raise the fee a little bit, he asked, shyly. I looked at him and saw him struggling, my heart broke, this old man was trying to help so many people. I thought about my budget and about what I would have to explain to the new CEO, Christian, a nice and competent Norwegian, and decided instantly to raise the fee. And as for my budget and explaining it to Christian, I’d cross that bridge when I get to it, I thought silently.

On March 14, 1899, this ambiguous arrangement was formalized in a memorandum sent to the Qing Government by Claude MacDonald, the British Minster at Peking. Echoing the East India Company’s language to the 1846–48 boundary commissioners, MacDonald wrote to the Zongli Yamen73 proposing “that for the sake of avoiding any dispute or uncertainty in the future, a clear understanding should be come to with the Chinese Government as to the frontier between the two States.” Yet the memo also went on to assert that “it will not be necessary to mark out the frontier. … The natural frontier is the crest of a range of mighty mountains, a great part of which is quite inaccessible.” It was sufficient from the British perspective to outline the prominent features of the Indus watershed in the memo, and to cite this line described on a map of the “Russo-Chinese frontier brought by the late Minister, Hung Chun, from St. Petersburg, and in possession of the Yamen.”74 The vague description in the letter, which generates to this day much debate between India and China, suggested a line that largely followed what the British understood to be the Indus watershed limit, though they still did not have a satisfactory map to represent the whole region. As the viceroy, Lord Elgin, had earlier written to the Secretary of State for India, “we regret that we have no map to show the whole line either accurately or on a large scale.

Just the previous week, McMaster said that Tillerson had been in Qatar and signed an important Memorandum of Understanding with the Qatari foreign minister on counterterrorism and disabling the financing of terrorism. McMaster said he had been completely in the dark about this. The secretary of state had not consulted or even informed him in advance. He had learned from press reports! In a news conference in Qatar, Tillerson had said the agreement “represents weeks of intensive discussions” between the two governments so it had been in the works for a while. Porter said Tillerson had not gone through the policy process at the White House and had not involved the president either. Clearly Tillerson was going off on his own.

Reporting, honesty in: "Hold it as a maxim that displeasing things must be sent as well as pleasing ones, and the prince, in the end, if he is a man of wisdom and understanding, will be better satisfied with the ambassador who will not have concealed from him any item he may have learnt where he is stationed, than with the one who, to spare him annoyance, will have abstained from writing unpleasant things but which it would have been of interest for him to know in time." — Bishop Danès, 1561 cited by J. J. Jusserand Reporting, memoranda of conversation: "No one ever lost an argument in his own memorandum of conversation." — Dean Acheson Reporting, purpose of: The purpose of diplomatic reporting is not just to anticipate and analyze events. It is to point out the implications of trends for national interests and to enable governments to act to shape events to their advantage and to the disadvantage of their adversaries. Reporting, reward for honest: The rewards for diplomats who report honestly and forthrightly on foreign developments that contradict the convictions of their leaders at home have been well established by history. They will first be ignored, then charged with disloyalty, and, finally, dismissed. Diplomatic reporting is therefore always a contest between the professional integrity of those doing it abroad and the prejudices of those who read it at home. Reporting, style of: Diplomatic reports are useful only if read by those with the capacity to address the problems they identify and the solutions they propose. Reporting, style of: "The zeal and efficiency of a diplomatic representative is measured by the quality and not by the quantity of the information he supplies. He is expected to do a great deal of filtering for himself, and not simply to pour out upon us over these congested wires all the contradictory gossip which he hears." — Winston Churchill

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