Key Success Factors. 10.1 The following factors are key to the success of this agreement: ❖ effective collaboration and communication and trust between both partners; ❖ partnership in the planning of access to and delivery of health care to prisoners and delivery of clear health and offender outcomes, including SPS Service Agreement commitments, specifically, Offender Outcomes 1 and 3 (mentally and physically well; substance misuse free or stabilised, supported by good quality data from NHS sources, and the requirements of the Healthcare Quality Strategy, delivering consistent, high quality, person centred and safe services. ❖ demonstrating outcomes such as reducing inequalities, improving health and reducing re-offending. ❖ evidence of commitment to continuous improvement by sharing good practice and agreeing joint solutions to challenging issues through the National Prisoner Healthcare Network. ❖ recognition of inter-dependency between prison operations and health care, and the importance of the maintenance of good order and the role that health care plays in it; and ❖ local and national plans are agreed, implemented and monitored by all relevant parties with minimal use of dispute resolution processes. Signatories Signed on behalf of: Ayrshire & Arran Health Board: DATE Dumfries & Xxxxxxxx Health Board: DATE Forth Valley Health Board: DATE Grampian Health Board: DATE Greater Glasgow and Xxxxx Health Board: DATE Highland Health Board : DATE Lanarkshire Health Board: DATE Lothian Health Board: DATE Tayside Health Board: DATE Signed on behalf of Scottish Ministers/SPS …………….………...…………………………..… DATE (Xxxx Xxxxx, Chief Executive) ANNEX 1 SCOPE OF PRISON HEALTH SERVICE THE NATIONAL PROGRAMME BOARD FOR PRISONER’S HEALTHCARE The transfer of responsibility for the management and delivery of enhanced primary health care services to all prisoners held within establishments for which the Scottish Prison Service is responsible.
Key Success Factors. 4.1 Key Success Factors
Key Success Factors. For the ongoing success of the project there are a number of factors which warrant further consideration. These are the following. • Developing a wider multi-agency approach than the formal Partnership established to date. There are a number of groups and individuals whose work or activities are in line with the objectives of the Programme. There is a great opportunity to harness this energy, leadership, enthusiasm and resource to further the Programme objectives. • Identifying a „key person‟ to be the human face to represent the project to the community with sufficient time for face to face communication and engagement. • Establishing a continuing process of communication and community engagement and wherever possible community co-design of the initiatives taken forward. As a minimum, the views of informal community leaders should be sought. The „how‟ is at least as important as the „what‟ in terms of the success or otherwise of the Programme. • Ensuring any initiatives are very local to the community that they are intended to target. The community‟s perceptions about convenient access routes and places where they wish to spend time outdoors or attend classes are not always self evident to those outside.
Key Success Factors. Key Success Factors of the project are: ease of implementation; children centred approach; stepping stone for continuous work on the subject; connection between own behaviour and the “real” world; broader approach towards parents, policy makers; minimal costs; professional project.
Key Success Factors. Key success factors of the project were: • voluntary work in the city (not easy to keep up over a longer period); • project with backing from national scheme and co-funding; • combined also with public funding for material expenses, national coordination (empowerment of local groups), also local sponsoring.
Key Success Factors. Local business interests combined with national public health interest (also with clear distinction for the regional events); • Nationwide brand, guarded with manual and quality checks; • Profile of fun by moving on bike / foot / in-line skating; • Emphasis on media partners nationally and locally.
Key Success Factors. Main success factors of Bike It are the following: It gives a good mix of advice and action in current practice of school year by continuity of staff. It takes long term conditions into account, not only short term effects. It creates a network of the Bike It staff in the region. The national office helps to find the right mix of measures and action. It focuses on establishing conditions and structures in schools so as to keep up the effect after the Bike It year.
Key Success Factors. Civil society interacting with parents, teachers, police and municipality on the local school level. It does not require great efforts to introduce. Support from the province (material like helmets, political backing). Motivation and time of available coaches as well as the information provided on the extra insurance for them when guiding children other than their own.
Key Success Factors. Somebody caring for health prevention (communicating fitness first, not environment). Goals fixed both on company (sustainability) and city level (modal share goal). No temporary but long term action. Figure 3.12.: The Berlin Sanitation Company cycling team
Key Success Factors. 4.1 Key success factors are deemed to be:- the thermal efficiency of the windows fully meet the Development Consortium’s requirements in terms of supporting the creation of a highly energy efficient envelope for their standard house types and associated Code for Sustainable Homes target levels. residents are provided with windows that meet their reasonable expectations in terms of provision, quality, design and energy efficiency; Anglian provides a consistent, high quality service across the board; is agile enough to respond promptly to needs and issues, is adaptable enough to evolve to satisfy changing requirements, and works together in a spirit of openness and trust to align shared interests; the whole life cost of the windows provided (inc. initial costs, ongoing maintenance costs, and the replacement frequency etc) can be afforded within the Associations’ business plans; all of the above requirements are achieved at the lowest reasonable (best value) cost - through economies of scale, more efficient procurement and working practices, and controlled maintenance costs. that Anglian achieves its core objectives.
