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. Delay in the re-opening of some SIDHAS supported sites by the state government due to insecurity has hampered access of HIV services to the affected communities Yobe XXXXXX conducted joint supportive supervisory visits with the state government to the supported five health facilities, CBO, and relevant state agencies in efforts to maintain access to quality HIV/ AIDS, TB and related services in the state. The visits focused on ARV prophylaxis to pregnant women that tested HIV positive, EID, and laboratory support services. The SIDHAS team also supported reorganization of services in GHs Potiskum and Gashua, during the renovation of these facilities by the state government to ensure uninterrupted provision of HIV/AIDS, TB and related services. Inventory management of ARV and Cotrimoxazole was also supported at GH Damagum and GH Fika for improved access to ARVs by pregnant women. The linkage of pregnant women from ANC to pharmacy was further strengthened through escort services provided by PLHIV support groups. Viral load testing services commenced during the quarter with orientation of laboratory staff on VL sample collection and other logistics. To this end, VL samples were collected and transported to UMTH for testing. The results received provided more insight into the clients’ response to treatment thus, assisting in improving clinical care provision to the clients. Gender mainstreaming activities also continued during the quarter with focus on mentorship to healthcare workers, provision of support services to victims of sexual and GBV, PEP to sexually assaulted clients, and appropriate documentation of SGBV services. The data from facilities in the quarter revealed cases of both sexual and physical violence. It is expected that knowledge gained by staff through mentorship will help improve quality of services to the SGBV victims. SIDHAS supported the CBO (GESDI) to train additional 80 OVC on HES as part of efforts to reduce the vulnerability of OVC and secure their socio-economic status. This has brought the total number of older OVC trained and graduated in the state to 150. SIDHAS team conducted a joint CQI assessment with the SMT using XXXX tools after which capacity building plans were developed to address identified gaps. Facility healthcare workers were also provided orientation during supportive supervisory visits on quality improvement activities. The orientation focused on quality documentation of services provided, data mop-up and DQA with th...
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. 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. 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. 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
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. 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. June, 2009 The 2008/09 school year was a busy one for both the school district and its Aboriginal Education Department. Highlights of the year, as they pertain to our Aboriginal student population and communities, include: Over 600 students attending the Aboriginal Week event held at the Mir Centre for Peace in May. Students of all ages from our school district as well as neighbouring school districts attended sessions such as pine needle basket making, the making of raw hide, and bear aware. The Aboriginal Committee on Education was disbanded by the Board of Education, with the intent being that a new structure be formed for the 2010/11 school year focused on improving student achievement results for Aboriginal students. The Aboriginal Education Department was honoured when they received notice that some of the material developed by the department was selected to be used as a resource for a course offered by the University of Victoria. Curriculum development continued to be major focus of the Aboriginal Education Department during the year. The success of this work was evidenced by a professional development session offered to teachers during a district professional development day, and by the increased numbers of teachers asking for programs to be delivered in their classrooms. Specifically, the following curriculum was supported with Aboriginal content developed and used this year: Home Ec (grade 9), Grade 2 Science, Grades 5, 6 and 7 Social Studies and Language Arts, and grades 8-12 Drama. The academic success for our Aboriginal students (goal 1) continued to be a focus for the district this school year. To this end, the Achievement Review Committee, a new structure in our district with representatives from all stakeholder groups, analyzed provincial and district achievement data for Aboriginal students. A broad, summative statement of their findings would be that although d...
Challenges. No progress was made on developing a web-based TB ordering and reporting system because of the delays in obtaining the Global Fund money and recruitment of a qualified consultant by the Pharmacy Department; UHSC will therefore hire the consultant. Delays in Global Drug Facility shipments of TB medicines and lengthy port clearing processes because the medicines were not registered at NDA badly affected MDR-TB treatment services. Central Public Health Laboratory XXXX recruited five technical personnel to support the Central Public Health Laboratory (CPHL) logistics management activities planned for Year 2 and beyond. The personnel, four of whom are based at CPHL, include a laboratory advisor, Lab SPARS technical officer, M&E officer, data manager, and programmer. Their work has been instrumental in the quick progress on Year 2’s priority of developing the Lab SPARS intervention. In collaboration with CPHL staff, the Lab SPARS implementation approach was finalized. As with TB SPARS, Lab SPARS will be piloted in 20 districts. The districts, with over 310 facilities, were selected based on PEPFAR priorities and current UHSC support. The finalized Lab SPARS performance assessment tool has 27 indicators relating to five categories—stock management; storage management, ordering, receipt and reporting; laboratory equipment; and laboratory information system. A group of 14 laboratory specialists from CPHL and other stakeholders reviewed the materials for the two-week Lab SPARS supervisor training course . District laboratory focal persons, laboratory technologists/technicians, and regional laboratory focal persons (based at the regional referral hospitals) will be the key implementers of the Lab SPARS performance improvement approach. We also developed the framework for monitoring and evaluating the pilot of Lab SPARS; results will inform national rollout. Regular Lab SPARS reports will be available on facility and district performance. The web-based Lab SPARS reporting system, still under development, will enable Lab SPARS supervisors to transmit data to the web portal from any location. The UHSC laboratory team also helped update the lab test menu and techniques in line with the changes in the 2016 UCG and EMHSLU and helped CPHL identify the logistics information management data needs for the CPHL Equipment Logistics and Supplies department to monitor system performance and facilitate decision-making at all levels. Three activities planned for Year 2 did not g...
Challenges. 1. Each Party shall provide non-discriminatory, timely, transparent and effective procedures enabling suppliers to challenge alleged breaches of any obligations specified in this Chapter for procurements in which they have, or have had, an interest.
