Conclusion and Next Steps. While this project had a quick timeline, the objectives were completed: increased networking throughout the nation and identification of partners; development of core competencies; increased understanding of exiting curricula; identification of gaps in curricula related to core competencies and Extension. Two facilitated project team meetings were hosted, two national surveys conducted, 1 final report of curricula and competencies, and a proposed option for display of competency-based curricula. Due to the duration and speed of the project, the following are potential next steps for continued work by USDA AMS and partners. • Create working teams to review and edit the learning objectives for each competency based on expertise in competency content o May include selecting core competencies that all practitioners in food systems should know, and levels of expertise • Further articulate types of learning that support each area of knowledge (beginner), behavior (proficient), and teaching (mastery) o Articulate additional examples of learning objectives for each competency o May include further research in identification of level 3 or mastery support and engagement, such as peer-to-peer learning, mentorship, etc. • Create an online portal to identify and highlight existing curricula, tools, networks, and other best practices that support each level of learning and competency o Develop a tool that showcases competencies met as well as the logistics of the curricula offered o Offer an online survey for curricula, tools, and network providers to submit in order to be identified in the online platform o Potential case studies to consider: UVM Food Safety Portal, AmeriCorp Portal; Sustainable Food Systems Sourcebook o Determine organization to house, manage, and update for a comprehensive living document • Develop an accrediting body that can review, critique and accredit curricula for their competency-based curricula o Offer digital badges that showcase which competency and which level of learning is achieved o Determine organization to house and manage • Develop curricula based on gaps from the competency-based platform o Additional research and curricula identification needed prior to determining all new curricula needs; however, it is evident that there will be gaps in curricula that may need to be developed to reach all competency areas • Continued networking and support for practitioners working within areas of the competencies to continue to discuss, learn an...
Conclusion and Next Steps. The current report has shown the results of the first evaluation cycle for SESAMO, which was per- formed at the end of the 2nd year. For this evaluation cycle of SESAMO, a set of six evaluation criteria was defined and each use case was evaluated individually. In this preliminary evaluation round, only three of the six criteria could provide meaningful results for each use case, mainly because of their different state of progress.
1. Percentage of safety / security related requirements that can be captured at model level (with SESAMO tool chain) against the total set of such requirements known to be applicable to the specific SESAMO use cases specified in deliverable D1.1. Goal : 60% Actual : 78% Status : fulfilled
2. Percentage of unresolved safety and security related conflicts in relationship to overall safety and security related architecture in end product developed in the use cases (similar to metrics in existing standards that measure percentage of certain types of failures in overall product archi- tectures). Goal : 10% Actual : 38% Status : not fulfilled
3. Percentage of unresolved safety and security related conflicts caused by problems or errors that should have been prevented or captured by the SESAMO tool chain and methodology (as op- posed to conceptual errors made by the user that could not be prevented by any tool). Goal : 5% Actual : 30% Status : not fulfilled
4. Percentage improvement of safety and security related architectural definition automation through the methodology and tool chain. Goal : 40% Actual : Status : not yet evaluated
5. Percentage improvement of safety and security related accreditation automation through the methodology and tool chain. Goal : 10% Actual : Status : not yet evaluated
6. Percentage improvement in integration of the safety and security related tool chain, whereby the integration is measured through the reduction of manual intervention required between tools.
Conclusion and Next Steps. In assessing Advanced Water's application, we have considered the general benefits of new appointments and variations. Our view is that our two key policy principles would be met in this case, as customers would be no worse off, and Advanced Water would be able to finance, and carry out, its functions. We have also considered the effects of granting the proposed variation on the existing customers of Thames Water. We are currently minded to grant the variation under the unserved criterion. Subject to considering any representations submitted during the consultation period in response to this consultation notice, Xxxxx will decide whether or not to grant the variation of appointment set out above.
Conclusion and Next Steps. The 2nd General Meeting of VISCA project has been successfully provided feedbacks from end-users and VISCA partners about the first release of the DSS. Feedback was mainly positive, although some improvements were suggested and noted to be implemented in the second release of the DSS, which will be ready around May.
Conclusion and Next Steps. With the final version of the interoperability infrastructure, DM2E has reached an important intermediate goal. In this deliverable, we gave a broad overview of the many different components that in the end form this infrastructure. The general concepts of the infrastructure, as well as most of its components are now relatively stable. It has, however, to be stated that still, with every ingestion and every new content provider, new challenges arise and new issues that have to be addressed by means of adjustments in the DM2E model or in one or more of the other components and interfaces. We do not consider this as problem. Ultimately, the experience gained from every ingestion is preserved in these changes and from the increasing stability, we gain confidence, that DM2E investigates the domain of Digitised Manuscripts and their provision for scholars in a distributed work environment very carefully and completely. DM2E is funded for one more year and we will continue to update and improve all aspects of the infrastructure for the maintenance release that is planned for the end of the project.
Conclusion and Next Steps. This document, Deliverable 8.6, has presented an overview of the dissemination activities performed in the period October 2015 - March 2016 of Factory-in-a-Day. The activities reported do interlink with Progress Report 2.
Conclusion and Next Steps. Checkpoints: Designate checkpoints to ensure the correction of the incident. Re-assessment of Incident: Describe the steps required to re-assess the incident once it has been corrected and re-tested. If the re-test is unsuccessful, include how this open incident will be handled. If the incident cannot be corrected, describe how it will be dealt with. Include any timeframes, if appropriate.
Conclusion and Next Steps. The complainants and OT have agreed to work with the CAO Ombudsman/Dispute Resolution team to try to resolve the issues raised in the complaint using a collaborative approach. As soon as possible, XXX will begin holding conversations with the parties to help them make informed decisions regarding how they will work together through the CAO process. For example, topics will likely include: • What terminology will the parties use to describe the CAO-facilitated, collaborative process? • What is the purpose of the dialogue process? Which are the substantive issues to be addressed and what is the best order to address them? Which values and principles should inspire the dialogue and its participants? • What additional stakeholders need to be consulted and/or involved? • Who are the parties who will sit at the table with decision-making power? Who will represent each of the parties and what decision-making power will he/she have? Who will be allowed to participate as observer and under which conditions? • How long is CAO assistance expected to last and how often will meetings be convened? • How will communications and exchange of information be coordinated? What language(s) will be used? How will progress be communicated to the public? What commitments do parties and observers make regarding the use of media (TV, radio, internet, press, etc)? • How will decisions be made? How much time will representatives have to discuss with their constituencies the information needed to make decisions and reach agreements? How will agreements be documented? • How will the implementation of commitments and agreements be monitored? What steps will be followed in case of failure in implementation by one of the parties? • How will possible data and training needs regarding technical information and/or collaborative problem-solving techniques be identified and addressed to promote meaningful and equitable participation? • How will parties involved in the CAO process interact with the South Gobi Cooperation Agreement4 (CA) process? During XXX’x dispute resolution processes, the CAO provides neutral mediation/facilitation and convenes separate and joint meetings as needed.
Conclusion and Next Steps. The complainants and OT have agreed to work with the CAO Ombudsman/Dispute Resolution team to try to resolve the issues raised in the complaint using a collaborative approach. The complainants are in the process of working with other local herders and signatories to the first complaint submitted to CAO (Oyu Tolgoi-01)2 to coordinate their efforts and to elect a team of herders to work with XXX and OT in trying to resolve both complaints. During XXX’x dispute resolution processes, the CAO provides neutral mediation/facilitation and convenes separate and joint meetings as needed. XXX will work with the parties to assist them in agreeing on a timeline and process and schedule for meetings. 2 Please see xxxx://xxx.xxx-xxxxxxxxx.xxx/cases/case_detail.aspx?id=191 for more details on the first complaint.
Conclusion and Next Steps. This deliverable first of all introduces to the core SCAMPI vision and distinguishing features in a broad strategic perspective. By identifying in which way the SCAMPI approach positions itself in the wide networking/service provisioning context also with respect to the state-of-the- art work, this document discusses the key technical and technological concepts at the core of the SCAMPI architectural foundation. This is then further articulated by presenting and discussing four main strategic usage scenarios for the SCAMPI technology. Furthermore, this document describes the initial foundation of the SCAMPI architecture that comprises three functional layers: • At the top of the architecture are the applications, which act as an interface between the user and the SCAMPI platform. • In the middle is the SCAMPI service platform, which provides service-supporting mechanisms for distributed service composition. • At the bottom are protocol stacks for various opportunistic networking implementations. The rationale for these 3 layers has been documented and their functionality and purpose have been explained through examples of use cases. Furthermore, the currently identified messages and parameters to be passed between the layers have been defined and the structure of the SCAMPI Objects has been presented. The first realization of the SCAMPI platform is ongoing and implements this layered approach. It is planned that the ongoing research and performance measurements carried out in the other work packages influence the architecture in an iterative way. WP2 studies the basic models and mechanisms (algorithms) necessary for predicting the performance and realizing and sharing services in opportunistic, pervasive networks, and WP3 conducts research about supporting mechanisms and elements for enabling and securing these services. This combination both advances the research on opportunistic networking adding mechanisms that exploit the pervasive characteristic for supporting shared services, as well as introduces new models and algorithms for the services themselves. Similarly, WP4 on empirical performance evaluation of SCAMPI services feeds back inputs to the architecture design from its experimentally-driven validation activities. We evaluate the SCAMPI approach with both trace-driven simulations and experiments involving real users early in the project so that we can (1) control the risk, (2) make the appropriate design choice in order to maximize the success of ...
