Needs Assessment. 1. The Contractor shall conduct a cultural and linguistic group-needs assessment of the eligible client population in the Contractor’s service area to assess the language needs of the population and determine what reasonable steps are necessary to ensure meaningful access to services and activities to eligible individuals. [22 CCR 98310, 98314] The group-needs assessment shall take into account the following four (4) factors:
Needs Assessment. The determination of whether the Annual Income of a family or individual occupying or seeking to occupy a Qualifying Unit complies with the requirements for Extremely Low-Income Households or Low- to Moderate-Income Households shall be made by the applicable housing authority in the CDBG-DR Program area prior to admission of such family or individual to occupancy of a Qualifying Unit.
Needs Assessment. 4.7.01 Conduct a community needs assessment to identify gaps in coverage rates or “pockets of need” for immunization activities. • Select an area of focus from the list of measurements provided in the Metrix or obtain approval from Immunization Unit epis for an alternate area of focus. • Create an assessment plan, collect data, gather stakeholder feedback, and analyze the information
Needs Assessment. In this section, LEAs are asked to describe the impact of the pandemic on their students since March 2020.
Needs Assessment. 27. The Company shall complete a Needs Assessment no later than December 31, 2007, and annually thereafter. The Needs Assessment may be modified if bona fide, commercially reasonable, unexpected business needs arise (“Modification”). The Needs Assessment must reflect the Company’s expected, commercially reasonable needs for all Consulting Services to fulfill its medical, clinical, training, educational, and research and development needs. The Needs Assessment shall also contain a budget for the total amount of honoraria, fellowships, gifts, donations, charitable contributions, and any other payments contemplated to be made to Consultants for which no Consulting Services are provided. The Needs Assessment and any Modifications as defined herein shall be prepared in consultation with those areas of the Company that have bona fide needs for the services to be performed. The Needs Assessment and any Modifications must be approved by the Compliance Officer and the Monitor before they are finalized. As of January 1, 2008, the Needs Assessment and any Modifications shall be used as a basis for Consultant selection and all Consulting Agreements, Services and Payments. The Compliance Officer shall attest to the best of his or her knowledge, after conducting reasonable due diligence, that the Needs Assessment and any Modifications reflect the bona fide, commercially reasonable consulting needs of the Company.
Needs Assessment. The planning council works with the recipient to identify service needs by conducting a needs assessment. This involves first finding out how many persons living with HIV (both HIV/non-AIDS and AIDS) are in the area through an epidemiologic profile. Usually, an epidemiologist from the local or state health department provides this information. Next the council determines the needs of popula- tions living with HIV and the capacity of the service system to meet those needs. This assessment of needs is done through surveys, interviews, key informant sessions, focus groups, or other methods. The needs assessment seeks to determine: • Service needs and barriers for people living with HIV who are in care • The number, characteristics, and service needs and barriers of people living with HIV who know their HIV status and are not in care • The estimated number, probable characteristics, and barriers to testing for individuals who are HIV-infected but unaware of their status • The number and location of agencies providing HIV-related services in the EMA or TGA—a resource inventory of the local “system of care” • Local agencies’ capacity and capability to serve people living with HIV, including capacity development needs • Service gaps for all people living with HIV and how they might be filled, including how RWHAP service providers need to work with other providers, like substance abuse treatment services and HIV prevention agencies. The needs assessment must include direct input from people living with HIV. Needs assessment is usually a multi-year task, with differ- ent components updated each year. The needs assessment should be a joint effort of the planning council and recipient, with the planning council having lead responsibility. It is sometimes implemented by an outside contractor under the supervi- sion of the planning council. Usually the costs for needs assessment are part of the planning council support budget. Regardless of who does this work, it is important to obtain many perspectives, especially those of diverse groups of people living with HIV, and to consider the needs of people living with HIV in and out of care, including the need to identify those who do not know their status. Results should be carefully analyzed and compared with other data, such as information from the recipient on client characteristics and utilization of funded services. (See Appendix I for a description of the multiple data sources the planning council reviews in making it...
Needs Assessment. The recipient works with the planning council to assess the needs of communities affected by HIV. It usually arranges for an epidemi- ologic profile to be provided by its surveillance unit or by the state’s surveillance unit, and it ensures that funded providers cooperate with needs assessment efforts such as surveys and focus groups of people living with HIV and providers.
Needs Assessment. Include with the agreement a statement that the mentor performed a needs assessment with the protégé to determine applicable developmental assistance to be performed, as required by the NASA FAR Supplement 1819.72.
Needs Assessment. 2.1. Date(s) of assessment 2.2. Methodology and sources of information used
Needs Assessment. Consult your community to establish a broader vision and goals and fully understand members’ needs and aspirations Identify short and long-term service gaps Identify services that could be included in an agreement Engage needed expertise to assist in the assessment FEASIBILITY STUDY Evaluate alternate ways to address service gaps and determine if a MASA could be useful (see the Tobique case study for a mental health example) Evaluate leadership buy-in; without this a formal community-to-community MASA is not possible o An informal MASA between aligned operational units may still be possible such as a handshake agreement between two fire departments Evaluate the relationship with the potential partner to determine readiness to enter into a MASA Evaluate which type of MASA is likely the best fit (mutual aid/sharing; formal/informal) Hold a public meeting to gauge buy-in for entering into a MASA for the needed service Evaluate the costs, as well as the logistical and technical challenges o Assess the compatibility of equipment – e.g. fire hydrant couplings and radio systems Engage needed expertise to assist in the study, including third-party service providers NEGOTIATION Research user fees and other costs prior to undertaking any negotiations A successful agreement should lead to a win-win situation; partners should feel their goals and needs are better met by being part of the agreement. Although the evidence is mixed, there were several reported instances in the environmental scan and among our participants of prices being set at unfairly high levels, placing unnecessary burden on the First Nation community (see the Wawa case study for one way to come up with an equitable price). Use available resources and expertise during the negotiations to develop an effective agreement Accurately represent your organizations’ capabilities and be honest about all information and costs Hold face-to-face meetings IMPLEMENTATION Test-run the new agreement with a pilot project or mock exercise; follow up on noted tensions, issues or difficulties Undertake joint training or other ways to build the operational relationship (see the PAGC case study for one example) Report back to leadership and the community about how the MASA is working Check-in with the partner community to monitor ongoing operations and deepen relationships Address disputes and problems promptly to avoid escalation Keep track of any improvements to consider when ...
