Challenges. Coordination and harmonization of AMU activities across multiple stakeholders is necessary but not always easy Sub-result 2.3: Country capacity to manage EMHS enhanced through pre- service education Medicines management, information technology, and pharmaceutical finance incorporated into pre-service training This year, our partner Makerere University College of Health Sciences Pharmacy Department finished helping 13 health training institutions to incorporate medicines management modules into their pre-service training curricula. Makerere provided refresher training to 25 tutors and mentored them to ensure that they are providing consistent, quality student training. The modules are now being taught in 13 health training institutions, including⎯ • Three pharmacy schools (Kampala International University, Mbarara University of Science and Technology, Makerere College of Health Sciences) • Two medical schools (Busitema University Medical School, Gulu University Medical School) • Four nursing schools, three clinical officer schools, and one pharmacy technician school Makerere University also adapted PFM and RxSolution training modules into their own curricula and assisted one pharmacy technician school and three pharmacy undergraduate schools to incorporate the modules into their own curricula. UHSC trained 20 tutors from the schools, which will add the PFM and RxSolution modules in next academic year that started in October 2017. The incorporation of medicines management topics into the preservice curricula of heath training institutions was backed by the Ministry of Education and Sports, MoH, the National Curriculum Development Centre, and affiliated health regulatory agencies and boards. RESULT 3: INCREASED AVAILABILITY AND ACCESS TO VITAL MEDICINES AND HEALTH SUPPLIES AMONG PRIORITY POPULATIONS Sub-result 3.1 Increased access to RMNCAH commodities Collaboration and coordination with MoH and RMNCAH partners Throughout the year, UHSC participated in regular coordination meetings with the Pharmacy Department, Maternal and Child Health Technical Working Group, and Reproductive Health Commodity Security Group, among others; however, our participation in the vaccine supply chain group was perhaps the most important. We participated in this year’s UNICEF-led assessment of Uganda’s vaccine supply chain system, and with the other group members, we made strides towards integrating vaccines into the MoH’s mainstream commodity quantification, supply planning, and mo...
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. COVID and the folkbildning law The adult education sector has been significantly affected by COVID-19, but DAEA only faced minor issues. DAEAs work program changed, as they were to document the consequences of the lock down of their member organizations and report it back to the ministry. Adjusting programs and providing education during the lockdown and restrictions was one of the major challenges for the last year. Some people are scared to sign up for adult education, especially the elderly. Many member organisations experienced a big loss in income due to cancelled events. One of the priorities of DAEA for the next will be changing the folkbildning law. At the moment municipalities subsidise a maximum of one third of the costs for teacher and manager salaries. In order to minimize the local differences and hence the differences in participant fees, XXXX wants to change the law, so that the municipalities are obliged to
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. Perhaps the biggest challenge for the Alliance with this grant was time. In the original scope of work for this project, activities would have started in June, rather than August. If that had been the case, it is felt that many components of this project could have been more effective. The Alliance acknowledges that a variety of circumstances led to the later start date, including situations within its own organization. Changes in Alliance staff occurred at the same time that contract paperwork was about to be signed. The contract start date had already been delayed for various reasons and this led to the start date being pushed back even further as contract paperwork had to be done anew. By the time the Alliance was able to truly start on the contract, it was mid-August or two and a half months prior to Election Day. Besides its own contract, the Alliance also had to develop two sub-contracts. For the one with dRC, it was mid- September before the contract was signed for them to assist with Snohomish County outreach. Time became an issue, in particular, with printing of materials. For the AVU Frequently Asked Question flyer, updates had to be agreed upon between the Alliance and King and Snohomish County Elections Departments, and then it had to be translated and finally sent to the printer. It was almost a month from the time the printer was first contacted to when the flyers were returned. The result was that one of the key handouts the Alliance had hoped to use was not available until late October. The Alliance did take photocopied versions of the handout to events so that it had something to share with people. This filled the temporary need, but that also meant that the Alliance received a large volume of high quality flyers near the end of the project. It managed to send some to key locations in the community, but they would have been much more valuable earlier on when the bulk of the outreach work was being completed. The Alliance decided to cancel another printing job (bracelets) when it was given an estimate of one month to have the job completed. Other areas that the Alliance would have liked to pursue further were advertising, public service announcements, media coverage, and creation of additional outreach materials. Work had to be prioritized and the focus ended up being on outreach events and making personal contacts with the public. It was felt that increasing people’s comfort with the AVUs through actual use of the machines was the most eff...
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. 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. In order to meet audit criteria, student claims for funding support for students of Aboriginal ancestry were reduced. This has meant the reduction of the teacher in the department for the 2013-14 school year. It is time for the Enhancement Agreement to be reviewed. This will be a challenge in our area, and Ministry support and guidance will be sought to assist with making the process and outcome meaningful and fruitful. Ensuring success for students of Aboriginal ancestry in our secondary schools continues to be a challenge. The focus of the work of the Aboriginal Education Department was to solidify initiatives started in previous years, and to plan for reframing some existing practices in order to enhance current levels of program and support. Highlights of the year: The expansion of the Aboriginal Support Worker team, with the addition of one more full-time worker added to support students enrolled in alternate programs. The District’s continued focus on Aboriginal Education and on the achievement of students of Aboriginal ancestry. A focus on supporting the academic and cultural needs of students of Aboriginal ancestry was continued. All Aboriginal Support Workers received an iPad to support their learning of how technology can support their work. The annual Aboriginal Week event, held at the Mir Centre for Peace on the Selkirk College campus, was another massively successful event, with over 1200 students from our schools attending (grades K-9). Plans for a Welcome Back potluck/meeting for parents of students of Aboriginal Ancestry have been made. This event will take place towards the end of September in the new school year. A focus on developing shared understanding and shared responsibility for the success of Aboriginal students in our school continued. Two Aboriginal Support Worker replacements were hired, marking the first time in several years that a replacement worker was able to be called in due to the absence of a regular worker. The teachers’ job action during most of the year distracted the work of the department. As well, district data typically collected, and a relatively new process for our district, was not collected for students of Aboriginal ancestry. All Kindergarten classrooms in the district received teachings from the locally developed Learning Journeys series. A dance group, at one of the secondary schools, was started. The students involved in the group made their own regalia and danced on the first d...
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.