Challenges. The Experts may be challenged by either Party if circumstances exist that give rise to justifiable doubts as to any of their impartiality or independence. In such circumstances the challenge shall be brought by written notice to the ICC copied to the other Party within fourteen (14) calendar days of the appointment of the relevant Expert or within fourteen (14) calendar days of the challenging Party becoming aware of the circumstances giving rise to the challenge. Unless the challenged Expert withdraws. or whichever of the Parties that has not brought the challenge agrees to the challenge, within fourteen (14) calendar days of the challenge, the ICC shall decide the challenge and, if appropriate, shall appoint a replacement Expert in accordance with the criteria set out herein.
Challenges. Either the government or a defendant may challenge the grand jury on the ground that it was not lawfully drawn, sum- moned, or selected, and may challenge an indi- vidual juror on the ground that the juror is not legally qualified.
Challenges. The primary challenges AHCD has identified in successful, timely implementation of the SPM are ongoing: Arkansas’s Legislative process for obtaining approval to spend grant funds once awarded, create and fill staff positions, and secure consulting contracts requires much attention to technical detail as well as an awareness and understanding of political situations as they evolve. As noted earlier, we did not receive legislative approval to spend the Level One B funds (awarded September 27, 2012) until December 21, 2012. Level One C funding, received April 7, 2013, was approved for spending May 28, 2013. We are hopeful that the continuous openness we’ve shown to our legislators throughout our planning process coupled with the able support of the AID Commissioner and the Governor’s office will lead to approval of our requests in a more timely manner. Also, the Legislature’s approval of the premium assistance Medicaid Expansion model may facilitate future appropriations of grants received for Marketplace operations. We must continue to be aware that many in the Legislature oppose any aspect of the ACA. Preparing for open enrollment: Plans are expected to be certified by HHS in early September to be sold on the FFM in Arkansas, IPAs must be trained, hired, and licensed as must all categories of assisters, and the Outreach and Education campaign funding for the open enrollment period must receive legislative approval to continue. A lack of information and misinformation about the ACA is widespread, not only in Arkansas, but nationwide. A major focus of our Outreach and Education campaign is a concerted, organized effort to provide concise, accurate information to all Arkansans. It takes time and valuable resources to bring new staff and/or consultants on board. We have redesigned and expanded our new employee orientation. To minimize the learning curve for consultants, we plan to keep many of the same ones in place to continue the valuable work they are doing. Arkansas is involved in multiple health system improvement efforts which all place demands on the same staff, agency, and other leaders at a time of limited resources. Interagency coordination and collaboration are intentional and funding through this cooperative agreement will assist in advancing the important work of Arkansas’s SPM implementation. As a state with the third-lowest per capita income, we projected a high percentage of churning between insurance affordability programs and have ...
Challenges. A number of key challenges have been identified, which will require to be addressed, if we are to achieve the vision for East Ayrshire, including: sustainable economic growth; employment/unemployment; changing demographics, in particular an ageing population; health and health inequalities; poverty and deprivation; financial inclusion; connectivity; and support for community groups. Area Profile The following integrated profile of the social, economic and environmental conditions of East Ayrshire forms the basis for our Community Planning Partnership Single Outcome Agreement (SOA) 2013-2015, which highlights past and projected trends, and evidences the views of local communities through the Community Planning Residents’ Survey. East Ayrshire Area Profile Changing Demographics Population The 2011 population for East Ayrshire is 120,200, a decrease of 0.2% since 2008. The population of East Ayrshire accounts for 2.3% of the total population of Scotland. In East Ayrshire, 17.3% of the population are aged 16-29 years, compared to 18.7% in Scotland. Persons aged 60 and over make up 24.8% of the East Ayrshire population, compared to 23.3% in Scotland.
Challenges. The Experts may be challenged by either Party if circumstances exist that give rise to justifiable doubts as to any of their impartiality or independence. In such circumstances the challenge shall be brought by written notice to the ICC copied to the other Party within fourteen
Challenges. Caseloads – DHS’ ability to achieve progress in the most critical areas of the reform hinges on reducing worker caseloads. During SFY13, DHS reports it established new positions for 230 caseworkers and 85 supervisors. However, the Department has faced an immense challenge of retaining both new and seasoned caseworkers and stemming exceptionally high staff turnover. Despite the efforts to reduce caseloads with new positions, the high turnover rate creates a constant stream of vacant positions and adds additional pressure on an unstable and new workforce that is trying to manage a CPS backlog of 1833 cases as of mid-October and provide quality care for the increasing number of children in custody. The Co-Neutrals are concerned that the final SFY14 budget did not fully fund the Pinnacle Plan, apparently undercutting at least one of the core strategies DHS committed to implement in order to attract and retain staff to protect vulnerable children: an annual compensation increase. The Co-Neutrals have been advised by numerous stakeholders and child welfare leaders across Oklahoma that absent the raises promised to child welfare staff, many of whom now work in parts of Oklahoma under very difficult working conditions – DHS will find it increasingly difficult to attract and retain qualified staff to protect Oklahoma’s children. To be clear: the Co-Neutrals expect DHS to implement the Pinnacle Plan as approved, including the state’s commitment to raise the salaries for child welfare workers after many years of stagnancy. Because the state characterized the raises to the Co-Neutrals as a fundamental strategy when it developed the Pinnacle Plan, and because the agency’s problems with staff turnover is fast forging a new crisis on the frontlines of the organization, the Co-Neutrals are committed to monitor and evaluate the steps the state takes to secure the necessary funds. We expect the state to determine whether the Department can find the necessary resources within its existing appropriation to fund the salary raises, or to use other options available - at this time - to fully fund the Plan.
Challenges. Work on creating a shared understanding and responsibility for the success of students of Aboriginal ancestry will continue to be developed within the district. Providing Aboriginal language experiences, as articulated in the Enhancement Agreement, continue to be problematic. Aboriginal Support Workers do not have the language skills necessary to deliver language to students, and there is a distinct lack of Aboriginal language speakers, of any nation, in our communities. This aspect of the Enhancement Agreement will need to be revisited when the Agreement is reviewed. June, 2009 The 2008/09 school year was a busy one for both the school district and its Aboriginal Education Department. Highlights of the year, as they pertain to our Aboriginal student population and communities, include: Over 600 students attending the Aboriginal Week event held at the Mir Centre for Peace in May. Students of all ages from our school district as well as neighbouring school districts attended sessions such as pine needle basket making, the making of raw hide, and bear aware. The Aboriginal Committee on Education was disbanded by the Board of Education, with the intent being that a new structure be formed for the 2010/11 school year focused on improving student achievement results for Aboriginal students. The Aboriginal Education Department was honoured when they received notice that some of the material developed by the department was selected to be used as a resource for a course offered by the University of Victoria. Curriculum development continued to be major focus of the Aboriginal Education Department during the year. The success of this work was evidenced by a professional development session offered to teachers during a district professional development day, and by the increased numbers of teachers asking for programs to be delivered in their classrooms. Specifically, the following curriculum was supported with Aboriginal content developed and used this year: Home Ec (grade 9), Grade 2 Science, Grades 5, 6 and 7 Social Studies and Language Arts, and grades 8-12 Drama. The academic success for our Aboriginal students (goal 1) continued to be a focus for the district this school year. To this end, the Achievement Review Committee, a new structure in our district with representatives from all stakeholder groups, analyzed provincial and district achievement data for Aboriginal students. A broad, summative statement of their findings would be that although d...
Challenges. Strike action embarked upon during the quarter by staff of Federal Medical Centre Yenagoa which commenced since August 2016 and is still ongoing, affected project implementation in the facility. SIDHAS team continued to leverage on volunteers and adhoc staff to facilitate service provision pending when the strike action is called off. • Restricted movement to riverine areas due to insecurity limited access to facilities in those locations. The SIDHAS team will continue to be guided by security advisory from the Country Office security team Edo In Edo State, SIDHAS prioritized capacity building of healthcare workers as a strategy towards improving quality HIV service provision in supported facilities. As part of this strategy, the team conducted Joint Supportive Supervisory Visits (JSSVs) to supported facilities (GHs Iruekpen, Agenebode, Igarra, Usen, Iguobazuwa, CH Auchi, and PHCs Ikhueniro and Okugbo) during which the XXXX checklist was applied as a quality assessment tool. Some of the identified gaps, such poor documentation, were immediately addressed; performance improvement plans were developed to address other areas requiring attention such as VL service uptake, client retention in care, improving PMTCT service delivery with emphasis on the 18-month outcome, and closing EID/ART prophylaxis gaps. Folder audits were also conducted and various registers reviewed to address gaps such as incomplete documentation in the care cards, routine CD4 and VL monitoring, EID testing for babies, early update of inventory tools, and daily update of worksheets. The aim was to ascertain availability of complete and valid data across the thematic areas. Series of capacity building initiatives were conducted during the quarter in line with SIDHAS focus on improving skills and knowledge of healthcare workers in supported facilities. To this end, SIDHAS supported a 4-day Roche system analyst training on CAP/CTM (COBAS Ampliprep)/COBAS TaqMan PCR machine November 9 – 12, 2016 in University of Benin Teaching Hospital (UBTH) PCR suite. Four (2M; 2F) medical laboratory scientists were trained on operating, maintaining, and troubleshooting of the Roche COBAS TaqMan PCR machine. This has increased the pool of facility laboratory personnel trained on PCR technology from 5 to 9. Similarly, four (3M; 1F) UBTH PCR laboratory staff and the SIDHAS lab staff participated in a training on logistics management of HIV/AIDS (PCR) commodities for facility PCR laboratory staff. The training ...
Challenges. 1. Each Party shall provide non-discriminatory, timely, transparent and effective procedures enabling suppliers to challenge alleged breaches of any obligations specified in this Chapter for procurements in which they have, or have had, an interest.
Challenges. A description of the challenges, barriers the participants were facing prior to joining the project. This section should also include the objectives that the participant/project set out to achieve.
