Implementation Strategies. 93. The main implementation strategies of the One Plan are: (a) advocacy and awareness-raising in partnership with the Government, civil society and donors; (b) technical assistance and capacity-building for law and policy development, based on international laws and standards where appropriate, knowledge management, standard- setting and monitoring; (c) capacity-building for sub-national agencies; (d) strengthening the participation of women, youth/children, and ethnic minorities; (e) improving access to information and behaviour-change communication; and (f) fostering partnerships at different levels.
94. The overall strategy includes special attention to several cross cutting themes as part of a holistic approach to address social inequality, which is also highlighted in the results at several levels (see Annex I). The following implementation criteria are applied across the whole One Plan: (a) A rights based approach will be pursued, to assist Viet Nam in meeting its international commitments to ensure the human rights of its people, and to report to the relevant UN bodies on progress towards achieving international human rights standards; (b) Gender equality will be improved by pursuing ways to ensure that women and men enjoy equal economic, social, political and civil rights, including equal access to social services, decent work, credit and legal protection through gender mainstreaming and specific activities to empower women; and (c) Policies and capacities will be put in place to slow and eventually reverse the spread of HIV and protect, promote and fulfil the rights of PLHIV.
95. Specific action will be taken to infuse such cross cutting perspectives during the implementation of the One Plan. In addition to the systematic integration of these cross cutting issues in projects and programmes, advocacy, and monitoring and evaluation, and the establishment of good practices, specific, targeted initiatives will continue on human rights, gender and HIV.
96. Many of the programmes and projects include both national components and local elements, especially to build capacities of local partner agencies – this is highlighted with several Expected Results in the Results and Resources Framework (RRF) in Annex I. Geographic convergence of service provision and piloting of various innovative initiatives, such as cross-sectoral planning at the local level, are agreed in project/programme documents and annual/biennial work plans.
97. The One Plan includes a lim...
Implementation Strategies. The Consultant will identify specific implementation methods and resources previously described (e.g., private sector, grant, incidental to construction/maintenance, state/federal) for every project, and finalize cross-sections and diagrams for the top 25 corridor and intersection projects. The top bicycle, pedestrian, and combination bike/pedestrian projects will be identified in this process. The top projects will each have an implementation strategy, timeline, and responsibilities for completion.
Implementation Strategies. The Consultant must develop strategies that provide a framework and realistic time frame for implementing the Preferred Concept Plans. These strategies will need to assure that the Master Plan will be supported throughout turnover in Village Boards and staff. Address site control and acquisition, remediation and demolition, suggested plan implementation phasing, cost estimates and application of appropriate funding techniques for each phase. Identify incentives and funding sources for developers including tax increment financing, state and federal financing and grants.
Implementation Strategies. Implementation strategies are tailored to each Project objective and incorporate elements to help ensure a sustainable constituency even after donor support has ended. These elements include: • Moving towards a new model of coastal governance that uses a highly participatory approach involving key stakeholder groups and coastal communities, working collaboratively with government to plan and implement resource conservation and management strategies • Building individual and institutional capacity within existing organizations and at the community level • Linking resource management actions with livelihood development, so that local resource users become committed to and view improved resource management as a means for sustaining and protecting their natural resource-based livelihoods • Partnering with several local on-the-ground NGOs and local and national government to deliver coordinated services for conservation initiatives and coastal enterprise development • Building and integrating multi-sectoral linkages into an overall governance approach of planning and implementation at various scales and through multiple institutional mechanisms (including consideration of the impacts of gender and HIV/AIDS on ICM initiatives) Specific implementation strategies and activities are described below for each key Project result category: Capacity building is essential for NEMC and the ICEMS National Steering Committee (NSC) – the two entities responsible for integrating the strategy into sectoral policies and programs and for reviewing large-scale coastal development proposals for their environmental sustainability. Strengthening NEMC means building its capacity to guide a national coastal program with a diversified, multi-sourced funding base. To do this effectively, NEMC must establish a formal coastal operating unit – the Integrated Coastal management Unit (ICMU) within its organizational structure; assign and manage an appropriate budget; hire or reassign talented staff; and develop and implement a strategic plan. The NSC must be strengthened to 1) fulfill its mandate to steer donor assistance to certain coastal areas based on local needs and priorities; 2) review important national policies including those on the use of marine protected areas for sustainable fisheries; and
Implementation Strategies. The HOK Team will prepare a list of development incentives for use and consideration by the City including: land write-downs; taxing policies; rent abatement programs; etc. and demonstrate their application and impact relative to the catalyst concepts. As background, the Team will research and understand the effectiveness of past incentives and revitalization strategies used by the City and their impacts.
Implementation Strategies. (supplementary to Annual Business Plan and communications plan)
(i) Public relations plan – 21 working days prior to launch;
(ii) Market research business case – 30 working days prior to CCO briefing; or awarding of any market research studies.
(iii) Digital marketing strategy (including websites) – 14 working days prior to CCO briefing
(iv) Paid advertising plans – 21 working days prior to production.
Implementation Strategies. Metro will lead efforts to deliver key decisions and workplans associated with the work of the TAC for future phases of the Legacy Project, taking into account such things as governance, Riverwalk ownership, fundraising, and financing. Metro awarded Oregon City a Community Planning and Development Grant (“CPDG”) for the purposes of reducing and removing barriers to private development. The TAC will continue to coordinate the scope of work for the CPDG as it relates to the Legacy Project.
Implementation Strategies. A goal for the ORG was to identify barriers to, and strategies for, implementing the recommendations outlined in this guideline. Barriers identified include the following: • Advances in technology • Change fatigue • Complexity and cumbersomeness of change processes • Diverse practice settings • Diversity in current practices; lack of standardization • Financial and human resource shortages • Knowledge gaps • Labour-intensive nature of updating education, policies, and procedures. Strategies identified to overcome such barriers may include (CVAA, 2013): • Identify and secure the required resources at facility to assist with the implementation. • Ensure HCPs are oriented to technology, equipment, and materials, and that there is ongoing assessment of knowledge to allow for consistency and sustainability of practice standards. • Enlist a dedicated occlusion management resource person who can provide clinical expertise, leadership, and support. • Provide educational sessions and ongoing support for the implementation of the occlusion management guideline. This might include the following: ■ Direct in-servicing and sessions with staff (consider the use of technologies such as videos, mobile applications, etc.) ■ Case studies – presentation and discussion for problem solving ■ Handouts – “cheat sheets” ■ Pocket cards • Identify, develop, and support occlusion management “champions” on designated clinical units to promote and support the guideline implementation. Champions can train and mentor other HCPs within the facility to ensure knowledge transfer and sustainability. • Ensure that sufficient numbers of staff are trained to perform CVAD clearance procedures to facilitate prompt management of thrombotic or chemical occlusions. • Provide ongoing support and resources such as policies, procedures, algorithms, competency assessment checklists, and documentation tools. • Develop and provide a range of self-learning, group learning, mentorship, and reinforcement strategies that will build the knowledge and confidence of HCPs in implementing this guideline. • Use the clinical practice tools that complement this guideline for procedures, tools, and resources designed to assist with the implementation of the recommendations outlined in this guideline. Refer to the Canadian Vascular Access Association website (xxx.xxxx.xxxx) for clinical practice tools, strategies, and templates to facilitate catheter occlusion management: • Pre-printed orders • Procedure templates • ...
Implementation Strategies. Consultant shall identify options for matching high priority and short-term alternatives with sustainable funding sources; identify appropriate sponsor/owner agencies to implement alternatives; create actionable improvement strategies that can be directly incorporated into the plan; ensure that appropriate plans and actions meet current County codes and CRGNSA Management Plan Guidelines; and identify potential limitations to current County codes or CRGMSA Management Plan for agreed upon high priority solutions.
Implementation Strategies. XPO shall implement plans and strategies that help client create awareness of its products or services among the worldwide financial community.
