Achievements to date Sample Clauses

Achievements to date. (Phase 1) Over recent years partners, in Caerphilly County Borough have worked together to develop enhanced primary, community and social care services, recognising these services as major components in a wider system of health and social care redesign. Initial worked commenced during 2003 with the development of the Whole Systems Action and Implementation Plan, aimed at tackling delayed transfers of care. This work was formalised through the strategic development of the Health Social Care and Well Being Strategy 2005-2008 in Caerphilly County Borough, and operationalised through the development and implementation of the Xxxxxxx Local Action Plan. The Xxxxxxx Local Action Plan set out an ambitious programme of change for community services within Caerphilly County Borough. Therefore a significant and major programme of whole system health and social care redesign provides the context within which this Partnership Agreement has been developed. This history of joint working and in establishing joint solutions to resolve common problems, places in Caerphilly County Borough in a good position to move community services investment into a matured system of integrated health and social care in order to fulfil the aspirations for level 1 services communicated through the Welsh Assembly Government Strategy for healthcare service redesign (Designed for Life) and to achieve the objectives set out in the Social Services Strategy Fulfilled Lives supported Communities. The period between 2004 – 2007 has seen significant investment through Xxxxxxx funded projects aimed at: ◻ Reducing delayed transfers of care. ◻ Managing demand in more appropriate parts of the system. ◻ Rebalancing acute and community services.
Sample 1
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Achievements to date. Frankfurt Zoological Society has put a total of $9 million towards management of Gonarezhou in the following area (See Table below)
Sample 1
Achievements to date. A sample of notable achievements towards the implementation of the Gender Integration Plan during all project years include the following: • A Training of Trainers was carried out on the New Masculinities methodology with male project staff to allow participants to discuss topics related to masculinity and gender equity and equality, particularly the characteristics and consequences of traditional masculinity. As a result of discussions and analysis carried out in the training, the participants identified the need for change among men as a determining factor in order to achieve greater equality among men and women. CLD seeks to replicate specific aspects of this training among Technical Advisors in the local teams. The participants then offered replication trainings to technical staff for key topics addressed. • Two CLD project staff members participated in the Training of Trainers for the Women’s Self-Help Group methodology (GAM) successfully implemented by CRS/Bolivia with female victims of domestic violence to promote individual healing through collective processes and building problem-solving and resiliency skills. XXX designed a pilot intervention for the GAM methodology in communities with high rates of domestic violence that also identified needing support for domestic violence issues in their CDP. CLD replicated the Training of Trainers with ten CLD staff, 10 change agents, and two representatives from the DMM to offer accompaniment to women’s groups in the communities with high rates of violence and CDPs that prioritize a response to domestic violence. The representatives from the DMM helped to facilitate these sessions in their municipalities. In total 127 women participated in seven GAM groups and 17 women were trained as community leaders. • The DMMs from two CLD municipalities (Cuilco and Concepción Chiquirichapa) signed letters of collaboration committing their support for the implementation of the pilot GAM groups in CLD communities. • CLD field staff received training on Module 1 and 2 of the gender integration training program (see full description in Annex 3: Training Modules). • The household surveys conducted in each community to provide information for the community diagnostics revealed important information contextualized to each area about gender roles and functions. This information was used in several ways, for example, as a basis for dialogue about gendered roles and responsibilities within the home when the Dignified Families ses...
Sample 1
Achievements to date. Since the mere presence of a community development intervention with external resources may become a source of conflict in communities that have a history of social conflict, the project has continued to define the Conflict Sensitivity Strategy. CLD has invested in capacity strengthening of its technical team to be able to gauge conflicts, work effectively with a diverse range of community members (including women, indigenous persons, youth, LGBTI persons, persons with disabilities, and others), identify potential conflicts effectively and build community bonds. The project will continue to work directly with stakeholders in local communities to channel issues to relevant GOG institutions with conflict intervention mandates. Project Year One (Y1) During Y1, the Conflict Sensitivity Specialist led a surveying process to identify key actors related to conflict in the project’s coverage area. Field teams conducted surveys with 36 institutions and organizations that have mandates to address conflict, including state agencies (16), municipal offices (7), non-governmental organizations (6), ancestral authorities (4) and Church-affiliated groups and organizations. Most entities surveyed do not act regularly at the community level unless conflicts become acute. The surveys identified trends in the region related most notably to agrarian disputes, conflicts related to mines and hydroelectric facilities and those related to the illicit economy. Project Year Two (Y2) During Y1 and Y2 of CLD implementation, trainings of local teams were carried out to strengthen local capacities. For this purpose, workshops on Assertive Communication, Conflict Analysis and Negotiation as a Tool for Conflict Resolution were conducted, to equip the local teams with the skills to be effective advisors and be attuned to emerging conflict situations within the implementation area. Additionally, in Y2, situational analysis sessions were held at the community level to promote peaceful mechanisms to manage conflict situations that had presented themselves between community leaders. This activity was carried out in numerous communities in which such disagreement also involved whether or not the community would accept participating in the project. In almost all cases, this intervention led to the community accepting to participate. Another important activity carried out in Y2 was the Security Plan update, given the dynamic nature of the conflict and security situation in the territory, and the ...
Sample 1
Achievements to date. Since XXXXXXXXXXXX.xx started, the project has carried continuous communications on social networks, creating collaterals and creating media campaigns. The figure 19 and 20 shows a sample of the outcomes achieved so far.
Sample 1
Achievements to date. Two Press Releases have been launched. The first one announced the launch of the XXXXXXXXXXXX.xx project, whilst the second promoted the “End-user requirements gathering & validation” meeting, which will join SMEs with the EAG. All publications are regularly promoted on XXXXXXXXXXXX.xx social networks. Table 24 – XXXXXXXXXXXX.xx launched newsletters Press Release Date Result “XXXXXXXXXXXX.xx is the new European initiative for energy efficiency in ICT” February 2016 xxxx://xxx.xxxxxxxxxxxxxxxxxxx.xx/your-energy-efficiency-in-ict- follow-ictfootprint-eu xxxxx://xxxxxxxxxxxxxxxxxxx.xxx/article/47319/ SMEs and High Qualified International Experts come together to improve energy efficiency in ICT sector April 2016 xxxx://xxx.xxxxx.xxx/events/calendar/2016/ICT-footprint-eu- workshop-18-may-2016 xxxx://xxxxxxxxxxxxxxx.xx.xx/blog/2016/04/new-european- project-on-sustainable-ict-get-involved-now/
Sample 1
Achievements to date. At the moment XXXXXXXXXXXX.xx Database has around 500 contacts from the following categories listed below. Table 29 - XXXXXXXXXXXX.xx Community Database to-date Categories Number Categories Number Academia 6 NGO 21 Association 51 NPO 19 Citizen 74 Public Policy Maker 76 Large Enterprise 15 Research Centre 12 Independent Certification Authorities 1 SDO 5 Media 54 SME 156 5.8 XXXXXXXXXXXX.xx Audio-visuals Audio visual items will be created to raise awareness and understanding of the XXXXXXXXXXXX.xx offer such as interviews from different stakeholders, presentation video, webinars, success stories and other relevant ones will be produced when necessary during the project lifespan. Table 30 - XXXXXXXXXXXX.xx audio-visual releases KPIs Interviews Interviews with an entity from different stakeholders 2 2 2 Best Practices & Success Stories Examples of how low-carbon footprint solutions can generate cost savings and represent competitive advantage for stakeholders, especially for SMEs 0 2 2 Webinars will provide training and will be created for educational purposes, reaching a boarder audience on the ICT methodology uptake.
Sample 1
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Related to Achievements to date

  • PERFORMANCE MEASUREMENTS Upon a particular Commission’s issuance of an Order pertaining to Performance Measurements in a proceeding expressly applicable to all CLECs generally, BellSouth shall implement in that state such Performance Measurements as of the date specified by the Commission. Performance Measurements that have been Ordered in a particular state can currently be accessed via the internet at xxxx://xxxx.xxxxxxxxx.xxx. The following Service Quality Measurements (SQM) plan as it presently exists and as it may be modified in the future, is being included as the performance measurements currently in place for the state of Tennessee. At such time that the TRA issues a subsequent Order pertaining to Performance Measurements, such Performance Measurements shall supersede the SQM contained in the Agreement. BellSouth Service Quality Measurement Plan‌ (SQM) Tennessee Performance Metrics Measurement Descriptions Version 2.00 Issue Date: July 1, 2003 Introduction

  • Table 7b - Other milestones and targets Reference Number Select stage of the lifecycle Please select target type from the drop-down menu Description (500 characters maximum) Is this a collaborative target? Baseline year Baseline data Yearly milestones (numeric where possible, however you may use text) Commentary on your milestones/targets or textual description where numerical description is not appropriate (500 characters maximum)

  • Targets a) Seller’s supplier diversity spending target for Work supporting the construction of the Project prior to the Commercial Operation Date is ____ percent (___%) as measured relative to Seller’s total expenditures on construction of the Project prior to the Commercial Operation Date, and;

  • Performance Targets Threshold, target and maximum performance levels for each performance measure of the performance period are contained in Appendix B.

  • Performance Criteria The Performance Criteria are set forth in Exhibit A to this Agreement.

  • Performance indicators and targets The purpose of the innovation performance indicators and targets is to assist the University and the Commonwealth in monitoring the University's progress against the Commonwealth's objectives and the University's strategies for innovation. The University will report principal performance information and aim to meet the innovation performance indicators and targets set out in the following tables.

  • Performance Goals A. The Trust and State Street have developed mutually acceptable performance goals dated March 1, 2011 , and as may be amended from time to time, regarding the manner in which they expect to deliver and receive the services under this Agreement (hereinafter referred to as “Service Level Agreement”). The parties agree that such Service Level Agreement reflects performance goals and any failure to perform in accordance with the provisions thereof shall not be considered a breach of contract that gives rise to contractual or other remedies. It is the intention of the parties that the sole remedy for failure to perform in accordance with the provisions of the Service Level Agreement, or any dispute relating to performance goals set forth in the Service Level Agreement, will be a meeting of the parties to resolve the failure pursuant to the consultation procedure described in Sections V. B. and V.C. below. Notwithstanding the foregoing, the parties hereby acknowledge that any party’s failure (or lack thereof) to meet the provisions of the Service Level Agreement, while not in and of itself a breach of contract giving rise to contractual or other remedies, may factor into the Trust’s reasonably determined belief regarding the standard of care exercised by State Street hereunder.

  • Attainment on Performance Indicators The District will be responsible for overseeing the academic programs offered in its schools and ensuring that those programs meet or exceed state and local expectations for levels of attainment on the statewide performance indicators, as specified in 1 CCR 301-1.

  • Performance Measures and Metrics This section outlines the performance measures and metrics upon which service under this SLA will be assessed. Shared Service Centers and Customers will negotiate the performance metric, frequency, customer and provider service responsibilities associated with each performance measure. Measurements of the Port of Seattle activities are critical to improving services and are the basis for cost recovery for services provided. The Port of Seattle and The Northwest Seaport Alliance have identified activities critical to meeting The NWSA’s business requirements and have agreed upon how these activities will be assessed.

  • Performance Measures The System Agency will monitor the Grantee’s performance of the requirements in Attachment A and compliance with the Contract’s terms and conditions.

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