The Challenges Sample Clauses

The Challenges. The Product/Solution should solve business challenges for one of the following three areas within the payment landscape: ● Challenge #1: Advancing Next-Gen Payment experiences ● Challenge #2: Empowering merchants and SMEs ● Challenge #3: Unlocking new payment flows ● Challenge #4: Building a smart and sustainable future ● Challenge #5: Embedded Finance

The Challenges. The Product/Solution should solve business challenges for one of the following three areas within the payment landscape in Bulgaria or Greece: ● Challenge #1: Advancing Next-Gen Payment experiences ● Challenge #2: Empowering SMEs ● Challenge #3: Unlocking new payment flows ● Challenge #4: Building a smart and sustainable future ● Phase 1: 20 Jan - 14 March: Applications submission and invitation by the Organizer/ Visa ● Phase 2: Review and Selection ○ 14 March - 31 March 2022 - Program fintechs review and shortlisting ○ 7 April 2022 – Selection Day ○ 14 April 2022 – Kick Off ● Phase 3: Main Program Curriculum and PoC Support ○ May 2022 - October 2022 - Discovery Days, Design Sprints, Work with Mentors, Experts, Clients and PoC Partners, PoC Support ● Phase 4: November 2022 - Demo Day The timelines above are indicative and the Organizer reserves the right to amend or modify the Program calendar if the circumstances require such changes. In such a case, the amendment or modification of the Program will be published on the Website.

The Challenges. As the power balance has shifted, and customers have had to change the way they take part in creating their own package of support, a number of challenges have arisen. These challenges have included: • Opening up to person-centred thinking, which in many cases has reminded customers of their lives before they became ill. It has validated their talents and abilities, and has sparked interest in reviving old hobbies and skills. One customer, for example, astonished staff by talking about her teenage tennis championships, and followed this up with a commitment in her plan to taking it up again. Despite repeated pleas from her psychiatrist that the customer should exercise as a preventative measure against relapse, this was the first time that she had showed any motivation or interest in doing so • Taking control of their lives, where previously others have taken responsibility. This includes the challenge of thinking creatively about the support that they need and working out how to deal with greater choice. This can go way beyond customers’ comfort zones and needs skilled facilitation • Maintaining focus and motivation after the buzz of person-centred planning fades. This was helped by regular exercise of control (e.g. purchasing support frequently) and outcome based reviews which help customers to see what they have achieved and how much more they could do • Having the confidence to say which worker they would like to be supported by and overcoming concerns that workers they don’t choose might be offended or upset. This was mitigated by ensuring any customer could arrange their support directly with any member of staff • Having the confidence to ask workers to work shifts on specific days and times so that support can be delivered to suit them. When it is tried, however, it works well, such as when customers request particular members of staff to come in at a later time so that they can go out to the cinema or for a meal together • Recognising that the cash allocation is to meet eligible and assessed support needs, not to meet unrelated living expenses, such as general cash when running short, or for housing related bills • Managing cash, using cash allocations to meet agreed outcomes and returning receipts. There have, to date, been no examples of unaccounted spend, and perhaps unsurprisingly, many customers have been more diligent with the personalisation money and receipts than they normally are with their own money.

The Challenges. The Product/Solution should solve business challenges for one of the following three areas within the healthcare landscape in Bulgaria: • Challenge #1: Building the future smart pharmacy • Challenge #2: Save, healthy and integrated elderly society • Challenge #3: Life-long digital health management ● Phase 1: 2.05. - 7.06.2019 - Application submissions and invitation by the Organizer/ STR ● Phase 2: 8.06. - 14.06.2019 - Candidates review and selection process ● Phase 3: 17.07. - 18.08. 2019 - The Program Sessions and Design sprints

The Challenges. Buffalo City has very few waste diversion activities driven by the public sector. The Call-2-Action Initiative (launched in 2016 by businesses in the city and led by the Border-Kei Chamber of Business) included waste management activities in their aim to improve living conditions in the city, although much of the focus was on litter cleaning and beautifying, with four sites for recycling also identified. At the time, Buffalo City had no operational public drop-off facilities and the bulk of the waste generated in the municipality was going to landfill. Some of the challenges that hampered the establishment of recycling facilities in the municipality were: • Availability of land; • capacity within the municipality for operation of a drop-off/recycling facility • limited understanding of the economic viability of recycling operations. • lack of infrastructure for recycling, In 2021, the non-profit company Polyco, a plastic focused producer responsibility organisation (PRO), agreed to partner with Buffalo City and the Border-Kei Chamber of Business to implement a solution that would improve the collection of recyclables, and increase the recycling capacity in Buffalo City. The Buffalo City Development Agency, Border Kei Chamber of Business and Polyco partnered to pilot the establishment of hybrid drop-off and buyback centre operations at four sites: OXFORD STREE