Opportunities for Improvement Sample Clauses

Opportunities for Improvement. The Caithness Redesign is one of three national pathfinder schemes to test how to implement local care and then roll it out, supported by the Scottish Futures Trust and Xxxxxxx Xxxxxx (Specialist Health Care Planners). A key aspect of the new approach is the Local Care Model. This is place based, focusing on population cohorts with high needs, and centred on addressing the priorities of the individual. A Multi-Disciplinary Team, supported by a Single Point of Access, will provide targeted community-based support to individuals with complex needs, and there is compelling evidence that this reduces hospital admissions and length of stay as well as other acute interventions such as Outpatient appointments and emergency attendances. This is a more sustainable and flexible model of health and social care achieved through true integration of services, making greater use of technology, and embracing the Place Principle. Advancements in technology are a key enabler to the delivery of the Local Care Model with improvements in eHealth systems, remote working, and an increase in virtual consultations through digital solutions. The COVID-19 pandemic has necessitated the need for more appointments and care reviews to take place remotely. Caithness was at the forefront of NHS Near Me technology well before this, reducing the need for patients to travel (often long distances) to attend appointments which can now take place in their own home. A Place Based Investment Strategy is underway in Caithness with hub North, NHS Highland, the University of the Highlands and Islands, Scottish Futures Trust, and other partners. This involves collaboration sitting at the heart of a better future, to improve services, create opportunities, and enhance quality of life for communities in a changing Caithness. This will take a whole systems view enabling more efficient public services through better use of resources, a faster pace of service transformation with more opportunities for community empowerment and leveraging investment opportunities to improve jobs in the area. In a post-COVID-19 world, collaboration ensures a more effective approach to economic recovery, more resilience to shocks, and more effective transition to a low carbon future.
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Opportunities for Improvement. Opportunities for Improvement have been considered when reviewing the need for change. Identified opportunities include:  The integration of services  The involvement of the Third Sector  Co-location of staff New models of care will allow service development providing elements of a Community Hub model that provides health, social care and other partnership services The hub model will provide locally coordinated, person centred services which may include triage and assessment, sign posting to other services and agencies, diagnostics, rapid access, treatment and review.
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Opportunities for Improvement. Must be clear and specific, setting forth as a minimum:
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Opportunities for Improvement. Each Portfolio Company should consider the potential for positive environmental and social impact from their business activities and how these could also benefit the business, for example through cost savings, reduced staff turnover or improved stakeholder relations. These should include adopting, developing, offering or marketing:
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Opportunities for Improvement. Nalco has extensive experience with all types and sizes of RO systems. We have used the information from the Discovery Document and compared it to our established benchmarks of operation (“Best Practices”). We have identified the following opportunities for improvement in your system: Opportunities for Improvement RO Operation Current Est. Annual Cost ([UserCurrency]) Est. Annual Savings ([UserCurrency]) % Difference Chemicals (Antiscalant, Bisulfite, Acid) [CalculatedValueC30] [CalculatedValueC37] to [CalculatedValueC38] [CalculatedValueC39] Cleaning Process (incl. Cleaners & Labor) [CalculatedValueC31] [CalculatedValueC40] to [CalculatedValueC41] [CalculatedValueC42] Labor (Data Recording / Maintenance) [CalculatedValueC32] [CalculatedValueC46] to [CalculatedValueC47] [CalculatedValueC48] Membranes (incl. Replacement Labor) [CalculatedValueC33] [CalculatedValueC43] to [CalculatedValueC44] [CalculatedValueC45] SUBTOTAL: [CalculatedValueC30-33] [C37C40C43C46] to [C38C41C44C47] [CROSubTotal1] Water Savings Current Est. Annual Cost([UserCurrency]) Est. Annual Savings ([UserCurrency]) % Difference Feed Water [CalculatedValueC34] [CalculatedValueC49] to [CalculatedValueC50] [CalculatedValueC51] Waste Water [CalculatedValueC35] [CalculatedValueC52] to [CalculatedValueC53] [CalculatedValueC54] SUBTOTAL: [CalculatedValueC34-35] [C49C52] to [C50C53] [CROSubTotal2] TOTAL: [CalculatedValue36] [CalculatedValue55] to [CalculatedValue56] [CalculatedValueC57] Estimated Implementation Costs The potential savings shown above are the result of improving the operation of the RO system, and driving performance towards “Best in Class” benchmarks. This requires the collection of the pertinent operating data, advanced data analysis, continuous monitoring and interpretation by RO experts, good control of the chemistry, and proactive actions to catch small problems before they become major issues. The cost for implementing such a program is usually in the range of [CalculatedValueC58] with no capital outlay. A Site Survey will need to be performed by a certified Nalco Service Representative to help determine a complete scope of work.
Sample 1
Opportunities for Improvement. The project will provide the opportunity to investigate the viability of introducing the following proposed improvements;
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Opportunities for Improvement. There are potential opportunities for improvements within the surgical pathways and these are outlined in section 3.5. It is however important to note the current accommodation, which is over 44 years old, is not conducive to a fundamental redesign, which limits further innovation in models of care. As the project progresses to Outline Business Case (OBC) stage we anticipate a number of the potential opportunities identified in section 3.5 will be realised and incorporated into a new integrated clinical strategy delivering further benefits and efficiencies for patients in NHS Tayside.
Sample 1
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Related to Opportunities for Improvement

  • Freedom to Pursue Opportunities The Parties expressly acknowledge and agree that: (i) Sponsor and each Sponsor Director (and each Affiliate thereof) has the right to, and shall not have any duty (contractual or otherwise) to (and none of the following shall be deemed to be wrongful or improper), (x) directly or indirectly engage in the same or similar business activities or lines of business as the Parent Parties or any of their respective Subsidiaries, including those deemed to be competing with the Parent Parties or any of their respective Subsidiaries, or (y) directly or indirectly do business with any client or customer of the Parent Parties or any of their respective Subsidiaries; and (ii) in the event that Sponsor or a Sponsor Director (or any Affiliate thereof) acquires knowledge of a potential transaction or matter that may be an opportunity for the Parent Parties or any of their respective Subsidiaries and Sponsor or any other Person, Sponsor and such Sponsor Director (and any such Affiliate) shall not have any duty (contractual or otherwise) to communicate or present such opportunity to the Parent Parties or any of their respective Subsidiaries, as the case may be, and, notwithstanding any provision of this Agreement to the contrary, shall not be liable to the Parent Parties, their respective Subsidiaries or their respective Affiliates or equity holders for breach of any duty (contractual or otherwise) by reason of the fact that Sponsor or such Sponsor Director (or such Affiliate thereof), directly or indirectly, pursues or acquires such opportunity for itself, directs such opportunity to another Person, or does not present such opportunity to the Parent Parties or any of their respective Subsidiaries; provided, that any such business, activity or transaction described in this Section 4.14 is not the direct result of Sponsor, its Affiliates or a Sponsor Director using Confidential Information in violation of Section 3.3 hereof. Notwithstanding anything to the contrary contained in this Section 4.14, any Sponsor Director may be excluded, by the members of the Board who are not Sponsor Directors, from any discussion or vote on matters in accordance with a conflicts of interest policy of the Board that is adopted by the Board in good faith and is applicable to all of the members of the Board.

  • Opportunities for Additional Information Each Purchaser acknowledges that such Purchaser has had the opportunity to ask questions of and receive answers from, or obtain additional information from, the executive officers of the Company concerning the financial and other affairs of the Company, and to the extent deemed necessary in light of such Purchaser’s personal knowledge of the Company’s affairs, such Purchaser has asked such questions and received answers to the full satisfaction of such Purchaser, and such Purchaser desires to invest in the Company.

  • DEVELOPMENT OR ASSISTANCE IN DEVELOPMENT OF SPECIFICATIONS REQUIREMENTS/ STATEMENTS OF WORK Firms and/or individuals that assisted in the development or drafting of the specifications, requirements, statements of work, or solicitation documents contained herein are excluded from competing for this solicitation. This shall not be applicable to firms and/or individuals providing responses to a publicly posted Request for Information (RFI) associated with a solicitation.

  • Commercial Opportunities 1. The airlines of each Party shall have the right to establish offices in the territory of the other Party for the promotion and sale of air transportation.

  • Training Opportunities The requirements of Section 3 of the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u ("Section 3"), requiring that to the greatest extent feasible opportunities for training and employment be given to lower income residents of the project area and agreements for work in connection with the project be awarded to business concerns which are located in, or owned in substantial part by persons residing in, the areas of the project. Borrower agrees to include the following language in all subcontracts executed under this Agreement:

  • Opportunities During his employment with the Company, and for one year thereafter, Executive shall not take any action which might divert from the Company any opportunity learned about by him during his employment with the Company (including without limitation during the Employment Term) which would be within the scope of any of the businesses then engaged in or planned to be engaged in by the Company.

  • Company Creation and Use of Confidential Information The Executive understands and acknowledges that the Company has invested, and continues to invest, substantial time, money and specialized knowledge into developing its resources, creating a customer base, generating customer and potential customer lists, training its employees, and improving its offerings in the pharmaceutical industry. The Executive understands and acknowledges that as a result of these efforts, the Company has created, and continues to use and create Confidential Information. This Confidential Information provides the Company with a competitive advantage over others in the marketplace.

  • Presentation of Potential Target Businesses The Company shall cause each of the Initial Shareholders to agree that, in order to minimize potential conflicts of interest which may arise from multiple affiliations, the Initial Shareholders will present to the Company for its consideration, prior to presentation to any other person or company, any suitable opportunity to acquire an operating business, until the earlier of the consummation by the Company of a Business Combination or the liquidation of the Company, subject to any pre-existing fiduciary obligations the Initial Shareholders might have.

  • Evaluation of Students A teacher shall maintain the right and responsibility to determine grades and other evaluation of students within the grading policies of the District based upon professional judgment of available criteria pertinent to any given subject area or activity for which the teacher is responsible. No grade or evaluation shall be changed without consultation with the teacher.

  • TRAINING AND EMPLOYEE DEVELOPMENT 9.1 The Employer and the Union recognize the value and benefit of education and training designed to enhance an employee’s ability to perform their job duties. Training and employee development opportunities will be provided to employees in accordance with college/district policies and available resources.

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