Qualitative Findings Sample Clauses

Qualitative Findings. ‌ I. Do Chefs Source Local and Sustainable Food? Why or why not?‌ A number of common themes arose in chefs’ explanations for whether they chose to source food locally and/or sustainably or not and their reasoning behind such decisions. Five of these themes are discussed here. a. Experience & Training‌ Throughout all of the interviews, chefs discussed their previous work experiences in the restaurant industry. Chefs who had previous experience working in a restaurant that procured food locally and/or sustainably knew the processes involved in this type of purchasing. This type of sourcing differs from the conventional ordering processes’ from a large distributor, such as Sysco or US Foods. Participant I demonstrates how these ordering procedures differ. To be xxxxx, it's so much easier to just order through Sysco. They're a system, and I don't know how interested you are in how restaurant accounting works, and things of that nature, and cashflow. And working with the bigger companies makes life easier. If you just sit in front of the computer, you have your order guide, you just say I want five pounds lettuce, I want five pounds tomato. I don't care where they come from. I don't care if they're in season or not. I just need them for my recipe. And you just sit there and go boom, boom, five minutes your orders for the week are done. When you work with so many farmers, you have to physically pick up the phone and make 10, 12 phone calls like three, four times a week to get all your ingredients.37 When a chef orders from one large distributor, such as Sysco they only need to place one order with everything needed. Comparatively, when they work with various farmers, they must determine who they are going to order what products from, place all those orders separately, and make distinct checks for each order. The participants who had familiarity sourcing ingredients unconventionally were familiar with the amount of time and work it takes to purchase from multiple farmers. These participants were also knowledgeable about information regarding production practices and knew what types of questions to ask farmers and purveyors. For example, they ask questions regarding what an animal was fed throughout its life, how much time it spent outdoors, and how it was killed. Other questions a chef can ask could be directed towards fish purveyors. These questions can include information about where, when, and how a fish was caught. Chefs with experience sourcing local, sustai...
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Qualitative Findings. Challenges Experienced When Utilizing Maternal Healthcare Services
Qualitative Findings. Participants in the sample clearly recognized that they and their care recipients suffer from an array of experiences subsumed under the construct of food insecurity. As one caregiver, a single mother, said, “The thing that only God and I know [is that] yesterday my children went without taking any food – nothing. I had some shoes in my house. I wanted to sell the shoes [in order to] prepare some lunch for them.” Another caregiver referred to the food insecurity and distress of one of his care recipients: “[T]here is a woman who [only] boils beans [for her family’s meals]. She is raising two children without a father… Because life now gets expensive, that troubles her mind.” Qualitative results also pointed to positive effects on wellbeing that come with being an AIDS care volunteer, a role that positioned informants within unique social networks involving other volunteers, patients, and divine beings. The representative quotes from informants listed in Table 1 highlight cultural values that emphasize 1) empathy for those “lower” or more vulnerable, 2) reciprocity involving humans and divine entities (God, saints), and 3) mental satisfaction with helping others. Single man, age 35, veteran volunteer caregiver “[Being] a volunteer caregiver… will get you to think something good for human beings…and you will sympathize with human beings… Sometimes I will get aid from NGOs [in return for volunteering]; but you have to forget this thing. By believing in God...and doing God’s work, you can live.” (May 8, 2008) Single mother, age , veteran volunteer caregiver “In all my life, what makes me the happiest…is [to see those patients] being human – being able to work and feed themselves. He is now selling second-hand clothes. She is now sewing. We are now good sisters and brothers, and I am very happy.” (October 7, 2008) Young wife and mother, HIV+, newcomer volunteer caregiver Young woman from wealthier background, newcomer volunteer caregiver “What motivated me to be a caregiver? First, I myself am, of course, a patient [i.e. living with HIV/AIDS]. And second, to see others’ pains like my own [and] understand how many hurt people there are. If I am not benefiting in my own way, I will get something from God. God will pay me [back for] my weariness.” (May 20, 2008) “I am working with happiness – I convinced myself for that. And because [other volunteer caregivers] are of lower economic status [than I am]…I make myself lower [i.e. humble myself]… and work together wit...

Related to Qualitative Findings

  • Quantitative Analysis Quantitative analysts develop and apply financial models designed to enable equity portfolio managers and fundamental analysts to screen potential and current investments, assess relative risk and enhance performance relative to benchmarks and peers. To the extent that such services are to be provided with respect to any Account which is a registered investment company, Categories 3, 4 and 5 above shall be treated as “investment advisory services” for purposes of Section 5(b) of the Agreement.”

  • Annual Evaluations The purpose of the annual evaluation is to assess and communicate the nature and extent of an employee's performance of assigned duties consistent with the criteria specified below in this Policy. Except for those employees who have received notice of non-reappointment pursuant to the BOT- UFF Policy on Non- reappointment, every employee shall be evaluated at least once annually. Personnel decisions shall take such annual evaluations into account, provided that such decisions need not be based solely on written faculty performance evaluations.

  • Performance Evaluations The Contractor is subject to an annual performance evaluation to be conducted by NYCDOT pursuant to the PPB Rules.

  • Evaluations A. District management shall direct the evaluation of all permanent bargaining unit members no less than once every two years and probationary bargaining unit members no less than twice per year. Bargaining unit members who have been employed with VUSD for at least ten (10) years and whose previous evaluation rated the employee as meeting or exceeding standards, may be evaluated at least every five (5) years, if the administrative evaluator and certificated employee being evaluated agree. The certificated employee or the administrative evaluator may withdraw consent of this agreement at any time (EC 44664 (a) (3)). B. The written procedures for evaluations that are currently in effect shall be maintained by the District until the bargaining unit negotiates and ratifies new procedures. The present procedures are in Appendix A. They include: 1. The evaluator shall be an immediate supervisor or any other management or supervisory employee, who is designated by District management. 2. Bargaining unit members may utilize peer review in lieu of management evaluation with principal approval. 3. Those bargaining unit members who are regularly scheduled to be evaluated will be notified by the evaluator no later than October 1st of each school year. Such notice will contain a brief explanation as to the procedures for evaluations 4. One-half of the permanent staff will be formally evaluated each year. a. Pre-Conference Guidelines (for Temporary, Probationary and Permanent Bargaining Unit Members) 1. A pre-conference for bargaining unit members to be evaluated will be held by October 31. The purpose of the pre-conference is to review the Standards for Bargaining Unit Members assignment and to determine the evaluation focus. At that time the evaluator and the bargaining unit member may agree that some elements of the standards are not applicable (NA) to the employee’s assignment and may mark them NA at that time. 2. If there is disagreement about which of the elements is not applicable (NA), the parties may invite the Assistant Superintendent of Certificated Human Resources to assist in resolving the differences. The Assistant Superintendent shall recommend alternatives to the unit member and evaluator.

  • Presentation of Potential Target Businesses The Company shall cause each of the Initial Shareholders to agree that, in order to minimize potential conflicts of interest which may arise from multiple affiliations, the Initial Shareholders will present to the Company for its consideration, prior to presentation to any other person or company, any suitable opportunity to acquire an operating business, until the earlier of the consummation by the Company of a Business Combination or the liquidation of the Company, subject to any pre-existing fiduciary obligations the Initial Shareholders might have.

  • Metrics Institutional Metrics System-Wide Metrics

  • Performance Expectations The Charter School’s performance in relation to the indicators, measures, metrics and targets set forth in the CPF shall provide the basis upon which the SCSC will decide whether to renew the Charter School’s Charter Contract at the end of the charter term. This section shall not preclude the SCSC from considering other relevant factors in making renewal decisions.

  • Performance Targets Threshold, target and maximum performance levels for each performance measure of the performance period are contained in Appendix B.

  • Targets Seller’s supplier diversity spending target for Work supporting the construction of the Project prior to the Commercial Operation Date is ____ percent (___%) as measured relative to Seller’s total expenditures on construction of the Project prior to the Commercial Operation Date, and;

  • Performance Indicators The HSP’s delivery of the Services will be measured by the following Indicators, Targets and where applicable Performance Standards. In the following table: INDICATOR CATEGORY INDICATOR P=Performance Indicator E=Explanatory Indicator M=Monitoring Indicator 2022/23 Organizational Health and Financial Indicators Debt Service Coverage Ratio (P) 1 ≥1 Total Margin (P) 0 ≥0 Coordination and Access Indicators Percent Resident Days – Long Stay (E) n/a n/a Wait Time from Home and Community Care Support Services (HCCSS) Determination of Eligibility to LTC Home Response (M) n/a n/a Long-Term Care Home Refusal Rate (E) n/a n/a Quality and Resident Safety Indicators Percentage of Residents Who Fell in the Last 30 days (M) n/a n/a Percentage of Residents Whose Pressure Ulcer Worsened (M) n/a n/a Percentage of Residents on Antipsychotics Without a Diagnosis of Psychosis (M) n/a n/a Percentage of Residents in Daily Physical Restraints (M) n/a n/a

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