Critical Success Factors. In order to assess the adequacy and success of our approach to risk management a number of critical success factors have been identified: senior management support, own, and lead on risk management; risk management policies and the benefits of effective management are clearly communicated to all staff; the organisational culture supports well thought through risk taking and innovation; management of risk is fully embedded in management processes and consistently applied; management of risk is closely linked to achievement of objectives; risks associated with working with other organisations are assessed and managed; risks are actively monitored and regularly reviewed.
Critical Success Factors. 3.3.1. The Parties have agreed upon a set of criteria describing key indicators for success of the Development Plan for the Daily Product, which is set forth in Schedule 3.3.1 attached hereto (the “Critical Success Factors” or “CSFs”). Lilly shall have final decision-making authority over whether CSF 1 (as defined below) has been achieved.
3.3.2. As the first CSF, Zosano shall conduct a patient preference study for the Daily Product as part of its Development activities, in accordance with and as set forth in more detail in Exhibit B attached hereto (the “Patient Preference Study”). Lilly shall inform Zosano in writing within thirty (30) days after the complete written results from the Patient Preference Study have been received by Lilly as to whether the benchmarks for the Patient Preference Study as described therein (“CSF 1”) have been achieved. If such benchmarks have not been achieved, then Lilly shall have the right to terminate this Agreement within fifteen (15) days after the complete written results from the Patient Preference Study have been received by Lilly or else the foregoing termination right with respect to the Patient Preference Study benchmarks shall lapse.
3.3.3. In the event Zosano does not achieve any one of the CSFs, Lilly shall have the right to terminate this Agreement in accordance with the termination provision set forth in clause (i) of Section 9.3, and for the Patient Preference Study, subject to the timeline set forth in Section 3.3.2.
3.3.4. Subject to Lilly’s right of reinstatement in Section 9.5.3, if prior to Lilly’s payment of the first Development milestone payment under Section 8.2 Zosano determines, in its sole discretion, that it is commercially or scientifically unreasonable to pursue any CSF and discontinues the Development of the Daily Product, then Zosano shall have the right to terminate this Agreement in accordance with the termination provision set forth in Section 9.2.
3.3.5. Notwithstanding the foregoing, prior to the termination by either Party under this Section 3.3 or in the event Zosano determines, based on the progress of the Development of the Daily Product, that a CSF should be adjusted, the Parties shall meet to discuss in good faith the reasons for such termination and consider amending this Agreement, including the financial terms and/or the CSFs, as appropriate.
Critical Success Factors. 6.1 The Participants recognise that the Implementation Arrangements will be effective if: AEs establish productive relationships with NAME OF COUNTRY agencies and communities, thereby obtaining a reliable supplementary workforce to sustain their industries; SWP objectives are achieved and its principles are adhered to; all Participants have and share specific and timely information to enable NAME OF COUNTRY to effectively participate in the SWP, and actively participate in monitoring and evaluating measures of success; NAME OF COUNTRY Seasonal Workers enjoy fair access to the SWP, fair and reasonable treatment in accordance with Australian law by AEs, are assisted and enabled to adjust to Australian conditions, derive income and skills, have successful re-entry into their home community and have a heightened prospect of return employment in Australia; NAME OF COUNTRY Seasonal Workers under the SWP are not levied with any recruitment costs or subjected to excessive up-front charges; and opportunities for employment facilitate inclusive participation in the SWP, that actively promote participation by women and under-represented groups.
Critical Success Factors. The following is a non-exhaustive list of the critical success factors which must be present to maximize the likelihood that the engagement shall deliver [**] Confidential treatment has been requested for the bracketed portion. The confidential redacted portion has been omitted and filed separately with the Securities and Exchange Commission. the desired result and maintain project momentum. PALMSOURCE acknowledges and agrees that it has read and understood these success factors and shall perform its obligations under this AGREEMENT in a manner which is consistent with them. PALMSOURCE further agrees that its failure to adhere to and/or provide these factors may result in project delays, and in any such situation ASA is not responsible to PALMSOURCE for such delays. The success factors include, without limitation:
5.2.1 PALMSOURCE’s adherence to project schedule and reasonable resource allocation.
5.2.2 The ability of the PALMSOURCE project manager to drive consensus and/or make critical decisions when the participating team is unable to reach consensus.
5.2.3 The ability of PALMSOURCE’s resources to provide required information within the schedule of the project.
5.2.4 PALMSOURCE’s understanding of and support of findings and next steps by management. ASA shall use its best efforts to notify PALMSOURCE of any perceived failure of PALMSOURCE to meet any of the foregoing factors within five (5) working days of occurrence. If ASA fails to so notify PALMSOURCE, PALMSOURCE shall not be responsible for any resultant project delay.
Critical Success Factors. There are several critical success factors to the service implementation that must be closely monitored and managed by the Accela and Health District stakeholders. These factors are critical in setting expectations between the Health District and Accela, identifying and monitoring Project risks, and promoting strong Project communication.
Critical Success Factors. The following Critical Success Factors (CSFs) have been identified as the attributes essential to the successful delivery of the project. The CSFs are used in conjunction with the investment objectives to evaluate the long list of possible options.
Critical Success Factors. CSFs are used in conjunction with the investment objectives for a programme to evaluate the long list of possible options; • CSF1: business needs – how well the option satisfies the existing and future business needs of the organisation. • CSF2: strategic fit – how well the option provides synergy with other key elements of national, regional and local strategies. • CSF3: benefits optimisation – how well the option optimises the potential return on expenditure – business outcomes and benefits (qualitative and quantitative, direct and indirect to NHS Lothian) – and assists in improving overall Value For Money (VFM) (economy, efficiency and effectiveness).
Critical Success Factors. The HTCU shall endeavour to provide a service according to the times as detailed in section 12. However, this may require adjustment depending upon staffing levels, major incidents or availability of technical equipment. If delays are expected to be significant, then the customer shall be informed. Staff at GPHTCU have competencies to undertake investigation of devices listed in Section 4. If exhibits submitted fall outside this scope of work or if resources prevent meeting stated commencement times, an option to sub- contract the work to another force or commercial enterprise may be considered at the discretion of the Head of the Unit; the sub-contracting policy shall be followed (Section 11). It is the policy of the GPHTCU to accommodate all requests for service using the resources within the unit. In exceptional circumstances the work may be sub-contracted to another force or commercial enterprise. The OIC shall be informed and any exhibits retained by GPHTCU returned to the OIC using the Property procedure. If a case has been started within GPHTCU then this action shall be recorded as a timeline entry in the HTCU case database, LIMA. It shall be the responsibility of the OIC to arrange sub- contracting via the South Wales Joint Scientific Investigation Unit (JSIU) utilising force form MG21 as part of the submission process. The JSIU shall be responsible for arranging sub-contracting using their approved suppliers. Any case that is fully sub-contracted and no longer involves GPHTCU shall fall outside GPHTCU scope of accreditation. If only part case work is to be sub-contracted e.g. repair of hard disk drive and resubmission to GPHTCU for examination, the OIC shall ensure that an ISO 17025 accredited sub- contracting facility is identified on the MG21 form. It shall be incumbent upon JSIU to ensure that any sub-contracted work shall be assigned, wherever possible, to an ISO 17025 accredited facility, adopting their Service Level Agreement processes, which shall include confidentiality agreement arrangements and reporting of disclosure of exhibits examined and those not examined. However, others may be used with justification, and that may be due to market standing, previous supplier, and making progress towards accreditation or sole supplier status. If a sub-contractor is required to undertake examination of a case involving child exploitation, then it is incumbent upon the Quality Manager to ensure that the chosen sub- contractor has the appropriate aut...
Critical Success Factors. End-to- End Service Management Process
Critical Success Factors. At the workshop on 9th September 2010 attended by key stakeholders, the following critical success factors emerged as essential to the delivery of the scheme: Implementation of the Mental Health Strategy Options must facilitate or allow the full implementation of the agreed Mental Health Strategy “Option 4” which depends upon a central in-patient & specialist therapies service in Lochgilphead Implementation of Estates Strategy Options must deal with the Estates Strategy which is to remedy or eliminate backlog maintenance and compliance issues on the Argyll and Bute site & maximise disposal of site Value for Money Options must deliver value for money in terms of being: Clinically effective in supporting the strategy, Sustainable in terms of the staffing model, Able to provide economies in revenue costs. Affordability Options must be deliverable within the revenue funding envelope which is concerned with the re-distribution of the balance of funding from an in-patient centred model to a community-centred model Timetable Options must deliver the in-patient side of the strategy to match implementation of other elements by 2013 Supply side capacity Options must be realistic in expectations of private providers of community care being able to match the discharge model Functional Suitability, safe and clinically effective accommodation Options must result in the provision of accommodation for patients, relatives and staff that is functionally suitable, safe, clinically effective and provides a therapeutic environment Flexibility Options must offer the possibility of flexible accommodation which will enable implementation of the admission policy in a reduced number of beds and with more specialisation and increased complexity of the patient population.
