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. The increased and continuous transfer of facility staff already trained by SIDHAS on ART client management. Bauchi State 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 ...
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 HBEPD has identified in successful, timely implementation of the FFE Partnership are ongoing challenges: Arkansas’s Legislative process for obtaining approval to spend grant funds once awarded, create and fill staff positions, and secure consulting contracts is part tedious attention to detail and part political. With our recent experience, HBEPD is better prepared to meet the detailed, time-sensitive requirements. 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 the first time they are presented to Legislative committees. Misinformation is being perpetuated by those opposed to ACA throughout Arkansas. Beginning with our recent Town Meetings and continuing with our soon to be implemented outreach and awareness efforts, HBEPD is making 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. Learning from our past experience, we are revamping our new employee orientation to deploy when new staff is hired. 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 FFE Partnership implementation. There are a couple of challenges we have identified that are beyond our control to influence at this point: There remain many unanswered questions and unissued guidelines from CCIIO/CMS regarding the implementation of the FFE Partnership Model. We will continue to ask for guidance and, when appropriate, suggest solutions for CCIIO/CMS to consider. Of particular concern the lack of information about long-term FFE Partnership fees and financing, the expectations for the federally managed Navigator Program as related to the state-managed IPA Program, and specific points of plan management such as processes and requirements for FFE approval of any state requested QHP criteria beyond federal minimum requirements. In light of the recent Supreme ...
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. In order to meet audit criteria, student claims for funding support for students of Aboriginal ancestry were reduced. This has meant the reduction of the teacher in the department for the 2013-14 school year. It is time for the Enhancement Agreement to be reviewed. This will be a challenge in our area, and Ministry support and guidance will be sought to assist with making the process and outcome meaningful and fruitful. Ensuring success for students of Aboriginal ancestry in our secondary schools continues to be a challenge. The focus of the work of the Aboriginal Education Department was to solidify initiatives started in previous years, and to plan for reframing some existing practices in order to enhance current levels of program and support. Highlights of the year: The expansion of the Aboriginal Support Worker team, with the addition of one more full-time worker added to support students enrolled in alternate programs. The District’s continued focus on Aboriginal Education and on the achievement of students of Aboriginal ancestry. A focus on supporting the academic and cultural needs of students of Aboriginal ancestry was continued. All Aboriginal Support Workers received an iPad to support their learning of how technology can support their work. The annual Aboriginal Week event, held at the Mir Centre for Peace on the Selkirk College campus, was another massively successful event, with over 1200 students from our schools attending (grades K-9). Plans for a Welcome Back potluck/meeting for parents of students of Aboriginal Ancestry have been made. This event will take place towards the end of September in the new school year. A focus on developing shared understanding and shared responsibility for the success of Aboriginal students in our school continued. Two Aboriginal Support Worker replacements were hired, marking the first time in several years that a replacement worker was able to be called in due to the absence of a regular worker. The teachers’ job action during most of the year distracted the work of the department. As well, district data typically collected, and a relatively new process for our district, was not collected for students of Aboriginal ancestry. All Kindergarten classrooms in the district received teachings from the locally developed Learning Journeys series. A dance group, at one of the secondary schools, was started. The students involved in the group made their own regalia and danced on the first d...
Challenges. Using the NMS costing study that is based on weight and volume estimate and not actual weight and volume figures has proven challenging to reevaluate the service fees. A costing study at JMS is underway using actual weight/volume figures. National Drug Authority Good pharmacy practice (GPP) certification With our support, this year National Drug Authority (NDA) inspected 803 public and PNFP facilities for good pharmacy practice (GPP), and 58% of the facilities met the minimum GPP standards and were certified. This year’s inspection target of 2,000 facilities could not be achieved because NDA inspectors had to prioritize Good Distribution Practices (GDP) licensing inspections of wholesalers from January to April, 2017. Inspectors uploaded 1,618 GPP inspection reports to the electronic GPP (e-GPP) database. UHSC audited 100% of all GPP inspection reports for quality and to ensure the inspections actually occurred. This year, NDA regional head inspectors also supervised the lower level inspectors in compliance with our recommendation to NDA to assure the quality of facility inspections. As planned, we shifted the server and e-GPP database from UHSC to NDA; NDA will now take over responsible for maintaining the system and ensuring sustainability of electronic reporting. XXXX collaborated with NDA to distribute GPP posters and SAWA SAWA signage to all GPP- certified health facility pharmacies to be distributed together with the reward schemes. Good distribution practice In December 2016, NDA issued licensure guidelines that required that pharmaceutical wholesalers and distributors must comply with the Phase 1 GDP standards by January 31, 2017 to receive operating licenses for the year or risk closure. The Phase 1 standards cover quality management systems, documentation, and standard operating procedures. In January 2017, UHSC and senior NDA inspectors trained 30 NDA inspectors to conduct the GDP inspections. In Q10, all of the wholesale and retail pharmacies and distributors that applied for NDA’s 2017 operating license were inspected to determine their compliance with GDP Phase 1 standards, and 497 wholesalers were licensed. In Q11, 54 wholesalers that did not meet the requirements were instructed by NDA to cease operations. The list of the unlicensed entities was published in the public domain. NDA will apply GDP Phase 2 standards—which cover infrastructure standards, complaints, and counterfeit handling and recall procedures—in 2018. Phase 3 standards, wh...
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.
