Implementation Activities a. Grantee shall hire qualified staff to answer Lifeline calls.
b. Grantee shall recruit, hire, and train Lifeline staff to meet each grant year's total call goal. Goal call volume shall ensure increase of the in-state answer rate so it reaches or exceeds 70 percent by year two of the grant and at a minimum exceeds a 70 percent in-state answer rate by August 31, 2021.
c. Beginning September 1, 2021, Grantees shall strive to increase the in-state answer rate to 100 percent by August 31, 2022.
d. Grantee shall designate a Staff Lead to serve as the primary liaison with HHSC and Lifeline within 30 days of execution of this contract.
e. Grantee shall provide ongoing monitoring of Lifeline calls to ensure quality:
i. At minimum, one percent of all calls shall be silently monitored. Lifeline staff shall provide feedback accordingly; and
ii. Lifeline staff shall be monitored quarterly by a supervisor when a quality issue has been detected or a complaint received.
f. Grantee shall provide 24/7 coverage for all Lifeline calls.
g. Grantee shall answer Lifeline calls in their designated coverage area as outlined in
h. Grantee shall complete expansion to designated coverage area as outlined in
i. Grantee shall ensure all staff answering Lifeline calls successfully complete all Lifeline Simulation Training modules once per fiscal year.
j. Grantee shall ensure all staff answering Lifeline calls participate in two Lifeline continuing education webinars per fiscal year.
k. Grantee shall ensure a written procedure for providing access to resources, making referrals for services, and activating emergency services for callers outside of the grantee’s catchment area. This procedure shall include:
i. The requirement that Lifeline calls are answered to Lifeline standards prior to referring an individual to another local mental health authority (LMHA) or local behavioral health authority (LBHA) for services; and
xx. Steps for how calls of individuals in crisis (requiring emergent or urgent crisis services) will be warm transferred to the LMHA or LBHA where the individual resides. Grantee shall contact the appropriate LMHA or LBHA crisis hotline or directly contact the appropriate crisis service, if that arrangement or contract exists.
l. Grantee shall ensure that the phone system in place for answering Lifeline calls has the minimum required capabilities:
i. The ability to return a true busy signal (also known as a network or carrier busy signal) once the estimated wait time rea...
Implementation Activities. 6.1 The Service Provider shall perform each of the tasks identified in the Implementation Plan by the date assigned to the particular task in the Implementation Plan.
6.2 If, at any time, the Service Provider becomes aware that it will not (or is unlikely to) successfully achieve any Milestone by the applicable Milestone Date, it shall immediately notify the Authority of the fact of the Delay, the reasons for the Delay, the consequences of the Delay for the rest of the Implementation Plan and how the Service Provider proposes to mitigate the Delay. The Service Provider shall also inform the Authority if it believes that the Delay is wholly or partly due to a Default by the Authority, in which circumstances the provisions of Clause 8.7 shall apply.
6.3 Whether the Delay is due to a Default by the Authority or not, the Service Provider shall deploy all additional resources and efforts, and take all reasonable steps, to eliminate or mitigate the consequences of the Delay.
6.4 Any disputes about or arising out of any Delay shall be resolved through the Dispute Resolution Procedure. Pending the resolution of the dispute, both Parties shall continue to work together to resolve the causes of, and mitigate the effects of, the Delay.
Implementation Activities. As of the implementation of this Contract, the Contractor shall:
a) Have staff fully trained to meet Contract requirements.
b) Participate in service implementation training with Agency staff as necessary.
c) Have all relevant infrastructure prepared, licensed, and completed. Including infrastructure necessary for transfer of Children.
d) Maintain a system to transfer and store all relevant case information.
e) Collaborate with the Agency to ensure a process for transitioning Children to Contractor facilities as necessary.
Implementation Activities. Funding It is estimated that each school will receive a core base allocation of $5,000 plus an allocation based on number of students. This will result in an average allocation per school of around $9,500. Three per cent of the total NSW allocation will be set aside by the Department for the administration of this program. A total of $1 million will be allocated to resource and program development to support schools in community engagement. Timeframe Reporting period Implementation Activities 1 July 2014 to 31 March 2015 Selection of schools prior to the end of 2014 Phase 1 (1272 schools) will commence on the program. The Department will develop support for schools to enhance community engagement. 1 April 2015 to 31 March 2016 Phase 1 continue Phase 2 (636 schools) 1 April 2016 to 31 March 2017 Phase 2 continue Phase 3 (318 schools) 1 April 2017 to 31 December 2017 Phase 3 continues
Implementation Activities. Funding from the Australian Government for this proposal will be provided as follows: 2013/14 2014/15 2015/16 2016/17 TOTAL $230 000 $460 000 $460 000 $460 000 $1 610 000 This funding will be used to provide professional learning and systems over the term of the agreement to ensure schools are well prepared and continue to operate successfully in an environment where they have greater control over decision making, and frame of accountability that goes with it. The funding under this program will be used as follows:
Implementation Activities. Proposed funding use under the initiative The ACT Government’s share of the Australian Government’s $70 million IPS initiative for the four years to 2016-17 is $910,000 (1.3 per cent of the total programme funding). Funding from this amount will be used to meet appropriate administration costs incurred by the Australian Capital Territory in meeting the progress reporting requirements of the Commonwealth [(up to a maximum of 3%)]. It is anticipated the balance of the Commonwealth funding will be used to undertake the baseline scan and to provide school leaders with additional school based management capabilities recognised through an appropriate level of certification, which may enable them to build on these new skills to gain further qualifications relating to school based management capabilities. Reporting period Implementation Activities 1 July 2014 to 31 March 2015 • Undertake a baseline scan of the capability in ACT Government schools for high quality decision making. • Test the level of local governance and accountability to the local community in ACT Government schools. • Develop a strategy that includes delivery of a capability improvement program with an appropriate level of certification. • Implemented/trial of capability improvement strategy, including a training and professional development program. 1 April 2015 to • Appropriately recognise those school based leadership teams that meet 31 March 2016 the outcomes of a capability improvement program. • Review strategy / capability improvement program. • Continue to implement the capability improvement strategy, including a training and professional development program. • Provide report on achievement of progress against Schedule 1. 1 April 2016 to • Appropriately recognise those school based leadership teams that meet 31 March 2017 the outcomes of a capability improvement program. • Review strategy / capability improvement program. • Implement the capability improvement strategy, including a training and professional development program. • Provide report on achievement of progress against Schedule 1. 1 April 2017 to • Appropriately recognise those school based leadership teams that meet 31 December 2017 the outcomes of a capability improvement program. • Review strategy / capability improvement program. • Implement the capability improvement strategy, including a training and professional development program. • Provide report on achievement of progress against Schedule 1. • Commence evaluation.
Implementation Activities. The Agreement requires supervisors and commanders who administer personnel evaluations to meet regularly on an individual basis with subordinates; maintain documentation of their reviews; and provide ongoing feedback on their performance. DGO B-6 incorporates these Agreement provisions. DGO B-6 was published on April 27, 2004 and distributed to all personnel. On May 26, 2006, the Department published a revised version of DGO B-6, which provides additional guidance to supervisors and managers. Settlement Agreement Section IV. E.; page 17, line 20 – page 18, line 1 (lead-in page 15, lines 16-18) Assigned Unit: BOI • “By April 15, 2003, OPD must, based on contemporary police standards and best practices, develop and implement a Management-Level Liaison (MLL) to the courts, the District Attorney’s Office and the Public Defender’s Office. This unit or person is to ensure that cases that are lost or dropped due to performance problems or misconduct, or indicia thereof, are tracked.” • “The MLL is required to meet and cooperate with the Monitor. The District Attorney and Public Defender offices may attend these meetings.” Revised Departmental General Order A-18, Management-Level Liaison The Department is currently in both policy and training compliance on this Task. Departmental General Order A-18, Management-Level Liaison, was published December 16, 2003. This task was one of the first tasks to be deemed in actual practice compliance by the IMT based on the Department’s establishment of the MLL’s position and the MLL’s efforts to identify relevant cases and, when appropriate, refer cases for internal investigations. A second audit was conducted in May 2005 to ensure that the Department was maintain practice compliance with this task but the IMT found the Department’s actual practices were no longer in compliance with the requirements outlined in the Agreement. They found the Department was doing an inadequate job of tracking MLL cases to ensure that they were resolved in a timely manner. The IMT conducted another audit in June of this year and found that the Department had significantly improved the manner in which it tracks MLL cases. The due diligence and new measures set in place by the MLL have resulted in improved investigation timeliness and ensured MLL cases do not suffer. As a result he IMT found this task to be back in actual practice compliance.
Implementation Activities. The Department’s research and recommendations were presented to the Chief of Police in a report dated September 8, 2003.
Implementation Activities
