Challenges Sample Clauses

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. 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. Licensee will provide written notice to Licensor at least 90 days before Licensee, its Affiliate or Sublicensee initiates or participates directly or indirectly in a Patent Challenge. Licensee, its Affiliate or such Sublicensee will identify all prior art and other evidence material to the Patent Challenge in such written notice. If Licensee, its Affiliate or a Sublicensee participates directly or indirectly in a Patent Challenge, the following applies: (a) [Licensor has the right to terminate this Agreement at any time (including after the termination of such Patent Challenge) upon written notice delivered to Licensee, and this Agreement’s cure provisions for non-monetary breach will not apply; provided that if a Patent Challenge is initiated by a Sublicensee, Licensor will only be permitted to terminate this Agreement if, within 30 days following receipt of notice that Sublicensee has initiated a Patent Challenge, Licensee has failed to terminate the Sublicense or Sublicensee has not vacated the Patent Challenge.]55 OR (a) [Licensor will meet with Licensee and any designee of Licensee within three months after such notice from Licensee and at least semi-annually at the request of Licensee, in a good faith effort to resolve any Patent Challenge; (b) during the pendency of such action or proceeding (including any appeals), the applicable royalty rate(s) will increase to double the applicable royalty rate(s); (c) should the outcome of such action or proceeding determine that any such claim challenged by Licensee or a Sublicensee is valid, enforceable, and/or infringed by a Licensed Product, the royalty rate(s) will increase to triple the applicable royalty rate(s); (d) Licensee and any Sublicensee(s) will have no right to recoup any royalties paid before such action or proceeding or during the period in which such action or proceeding is pending (including on appeal), no matter the outcome of such action or proceeding; and (e) Licensee shall pay all reasonable costs and expenses incurred by Licensor (including, but not limited to, Licensor’s actual attorneys’ fees) in connection with such action or proceeding. Licensor may bill Licensee as frequently as monthly concerning such costs and expenses, and Licensee shall make payment no later than 30 days after receiving an invoice from Licensor. Notwithstanding any other provision of the Agreement, with respect to any such Patent Challenge, Licensor will have full control and authority to defend the Patent Right...

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. The main concern highlighted by all participants was lack of time. Both mentors and mentees felt that they could not allocate adequate time for meetings and discussions as the time this demands would result in a lack of productivity in mentors’ core teaching responsibilities. Many international studies highlight that mentoring is a time-consuming process (Xxxxxx-Xxx et al, 2014; Xxxx & Xxxxxxxx, 2004). Mentoring requires much time and according to Xxxxxx (2013) and Xxxxxx (2011) inadequate time assigned for this practice might negatively affect the implementation of mentoring programs as well as having a negative effect on teachers’ attitudes towards mentoring. Another concern, which emerged from the findings, is the general attitude towards mentoring. For instance, the mentees interviewed consider that due to time concerns, work overload or just personal characteristics mentors may perform their work only on paper and do not take their work seriously. Meanwhile, mentors may also experience some discomfort working with too ambitious mentees who do not wish to follow the mentors’ advice and accept their help in professional development. In order to achieve success in the mentoring practicum, successful matching and building rapport between mentors and mentees are crucial (Xxxxxx, 2008, Izanidia, 2015; Long, 1997). Some respondents were concerned that personality mismatch between the mentor and mentee would lead to ineffective partnerships, and an overall lack of progress. Similarly, it was observed in this study that an overloaded schedule can contribute to friction between mentor and mentee, as mentors do not have enough time to support their designated mentees. Sometimes, this is driven by the mentor selection process; during the current research, both mentors and coordinators mentioned that teachers did not volunteer to become mentors, instead being selected based on their skills, by the school principal. None of the participants stated that he / she decided to become a mentor nor did the mentees suggest that their mentors were assigned because of the mentor’s altruistic desire. This seems to be problematic, as, according to Xxxxxxxxx, (2004), mentoring programs are more likely to be successful if mentors’ roles were not imposed by the administration but were the initial desire of mentors themselves. As opposed to studies of Rajuan et al. (2011), Xxxxxx-Xxxxxxxxxxx (2017), and Xxxxxxxxx (2004) which assert that mentors should take special training course...

Challenges.  The increased and continuous transfer of facility staff already trained by SIDHAS on ART client management. In accordance with USAID directives and the facility transition plan, eight SIDHAS supported health facilities (one ART and seven PMTCT sites) were transited to the Bauchi State Government this quarter. Clients from the transited sites were transferred to other SIDHAS supported sites based on their preference. However, Al-Ameen clinic, a private-for-profit ART site, retained its clients on ART and continued to provide services at no cost to the client. The SIDHAS team continued to support provision of quality HIV/AIDS services using the QMAP approach. The team supported healthcare workers with the conduct of folder audits and review of pre-ART registers in selected facilities (General Hospital (GH) Toro, IDH Bayara, State Specialist Hospital, Xxxxxxxx Xxxxxx Balewa University Teaching Hospital (ATBUTH), Urban Maternity, and Pahlycon clinic. This activity resulted in identified and eligible positives being placed on ART. This quarter, 23 ART clients were identified to have evidence of immunologic failure (XX Xxxx – 4, ATBUTH – 7, IDH Bayara – 12). Mechanisms have been put in place to track and reassess adherence of the clients for a possible regimen switch. Furthermore, clinicians in the above stated facilities were mentored on management of treatment failure. SIDHAS continued to support DBS sample transfer to PCR laboratories. As a result of this, the average turnaround time improved from 4 weeks to 2 weeks. Efforts aimed at increasing INH uptake continued this quarter through sensitization of clinicians in SIDHAS supported sites on the need for IPT prescription. In view of this, efforts focused on capacity development activities targeting triage units, clinicians and pharmacist in IDH Bayara, ATBUTH, Urban Maternity, GHs Tafawa Balewa and Dass. Pharmacy focal persons in the above stated sites were assigned to review client documentation to ensure all eligible clients commenced INH. The SIDHAS OVC program within the state continued efforts of graduating older OVC. A list of older OVC compiled was used as an advocacy tool to relevant government (state and local) and community stakeholders. Advocacy efforts paid off as the Bauchi Emirate Council has expressed interest to continue providing support to the graduated OVC within Bauchi community. As part of efforts aimed at improving the provision of quality HIV services and the integration of services i...

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. 2. Challenges shall be heard by an impartial and independent reviewing authority. A reviewing authority, if it is not a court, shall either be subject to judicial review or shall have procedural guarantees of due process. 3. Provided it respects the previous paragraphs, each Party can determine according to its domestic laws and regulations the review procedures applicable to the hearing of challenges under this Article. 4. Each Party shall allow sufficient period of time for suppliers to prepare and submit a challenge.

Challenges. Describe any challenges, including any project activities or outputs that are behind schedule or are not being carried out, and how you dealt with them.