Recommendations and Next Steps Sample Clauses

Recommendations and Next Steps. This section provides a summary of recommendations for improved data, analysis approach and additional analyses. Besides, recommendations are made for strategic projects that are traditionally not funded through silviculture treatment programs.
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Recommendations and Next Steps. Although the analysis concludes integration is feasible from a technology standpoint, further investigation and public health policies would be required to further along this integration. Xxxxx Hospital’s ED currently has a very effective referral program in place that patients are either referred to their oral surgery clinic in which dental infections and extractions are performed for patients presenting to the ED for non- traumatic dental problems, and the remaining patients are referred to dental clinics that charge fees on a sliding scale. Xxxxx reports only between three to five percent of patients return to the ED for the same dental problem, therefore, linking the records electronically would not be cost-effective. Xxxxx expressed interest in a program that would prevent patients from seeking care in the ED to begin with, however, that was beyond the scope of this thesis project. Other organizations and ED settings across the U.S. that do not currently have a dental referral program in place could potentially benefit from linking EHRs to EDRs. Any health care or dental care organization may utilize this methodology if it serves to benefit population health, or lower oral health disparities and close the medical-dental communication gap. This project is not meant to be representative of all ED settings and private-practice dentists, and serves only as a beginning in this needed integration. Many actors and stakeholders would need to be involved to thoroughly determine integrations long-term outcome. It is not recommended that Xxxxx’x XX, or private-practice dentists in metro Atlanta, Georgia move forward with integration. It is currently not cost-effective or practical. Until further policies and mandates are put into place, it is unlikely linking EHRs to EDRs will become widespread adoption.
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Recommendations and Next Steps. The dataflow methodology and resulting technical artifacts have potential to advance informatics practice by building on the Public Health Informatics Institute’s Collaborative Requirements Development Methodology (CRDM), offering a more comprehensive next step for the operational and technical engineering of a surveillance network on a number of scales. Where the CRDM adds value by yielding public health workflows and defining functional requirements for information systems that support those workflows, the dataflow methodology contextualizes the workflows within the full constellation of a surveillance system’s network of systems, operational procedures, and work-streams of information to reveal a more comprehensive picture of the surveillance system at an enterprise perspective. Potential next steps for advancing the data flow methodology within PHII include the formalization of the methods into more consumable and easily transferable instructional guidance followed by application of the method on additional informatics projects with the intent of further critical evaluation of both methods and end products. Direct benefits of these actions for PHII or other informaticians are an eventual refinement of the method from its originating form, such that the method is shareable to the broader public health informatics community and may be consistently repeatable. These actions set the stage for more objective study and evaluation by PHII or other researchers. Lastly, there is potential immediate value to the operators and stakeholders of the systems evaluated resulting from the system documentation curated within the data flow artifacts. This recommended approach aligns with the beginnings of PHII when in 2002 the institute developed and published the Collaborative Requirements Development Methodology™ (CRDM).
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Recommendations and Next Steps. In order to promote the take up of the E-CF, the followed recommendations have been produced:
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Recommendations and Next Steps. 8.1 Summary of key success and learning of the project thus far • DITOs events reached a diverse audience all over Europe and were able to achieve a balanced gender ratio. • The project managed to exceed the number of planned events but might be somewhat behind in terms of participant numbers (apart from online events). • While far ahead in WP1 and WP4, the reported data suggests more events need to be organised in WP2 and WP3. • Participation numbers were particularly high at exhibitions, followed by BioBlitzes and Seminars/Talks. • Participants reported very high levels of satisfaction and interaction at DITOs events.
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Recommendations and Next Steps. The categorization is not the end of the exercise, but rather the start of a long process, aimed at the creation of a basis for future work in terms of facilitating trade between Mozambique and the rest of the world. In this section we will offer some recommendations and suggestions for the next steps:
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Recommendations and Next Steps 
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Related to Recommendations and Next Steps

  • Conclusions and Recommendations This is a technically-sound, innovative program to address the health needs of an underserved region of a country, as well as the health needs of an underserved population: newborns. The BCC strategy is in progress and its quality is excellent: print and audio materials have been developed following proper materials development techniques. The laminated picture cards have been praised by all and the main complaint is that not everyone involved in training others has a full set. The trainings on IMNCI and MAMAN, as well as the educational sessions related to IMNCI topics, were well received by all of those who have attended: from health personnel to CHWs to expecting/new mothers. They are described as dynamic, interactive, participatory and interesting, both due to the topics covered, and the techniques used (with special mention to the role plays). Many people have complimented the way the project team has interacted with local authorities, community members, and each other. This favorable review has led to a feeling of ownership among those involved/participating, which will be important to tap into as plans to make this project sustainable are developed. At the policy level, the (former) Project Director has been working closely with colleagues, on bringing the topic of IMCI with a neonatal focus to the national health agenda, with success. Newborn health is now a national health priority, and the Healthy Babies project can be used as a trial of the implementation of the IMNCI in a rainforest site: results from this project will help guide national level strategies with regards to the IMNCI implementation at a national level. Where the project is lacking has been in its scope of work: due mostly to funding issues, as well as various other contextual factors described in that section in detail, the project has only done a small number of the proposed trainings and only developed some of the materials. The good news is that the training materials and capacity is in place, and the materials are drafted and validated and ready to be printed, so the project is in a great position to implement its activities fully with the complete budget they received for Year Three. Moreover, policy work has been focused on the national level. The new Project Director will be based 50% of the time in Pucallpa, which will be key in full involvement in the work towards development of regional health policies that focus on maternal and newborn health improvements. In addition, as the project enters its last two years, it will be crucial to start working strongly towards its sustainability. It is clear that this work must be done in collaboration with the local municipalities. So again, the presence of a Project Director part- time in Pucallpa will be key for this collaborative work and the discussions that need to take place. One issue that will need to be considered during final evaluation, though, is whether the project, hampered by funding restraints in the initiation of this project’s activities, will be able to attain a change in indicators associated to behavior change, such as seeking health care, since activities to changes these behaviors are really only going to fully start in the third year of this project, and this may not be sufficient time to observe significant changes. With regards to specific recommendations, these can be summarized as: Material Printing and Distribution: With the full budget for Year Three, there should be no stopping of the printing and distributing of health materials. Each CHW should have a full set of the laminated picture cards for their educational work. Posters have been validated; now they need to be printed and distributed. Training: The number of sites that have benefitted from the trainings is limited. The syllabi and materials for the trainings and educational sessions have been used and are well-liked. These trainings now need to be conducted in all sites, and refresher workshops need to be scheduled regularly, again, in all sites. CHW Census and Work: One key activity that seems to have inspired more community involvement, especially on behalf of the CHWs, was the implementation of a community census done by the CHWs themselves by dividing the community into sectors and assigning a sector to each worker. This activity has been done in some communities, and has been highly appreciated by all stakeholders. It is recommended that a census with CHWs be conducted in the remaining project sites. In addition, CHWs play a key role in the sustainability of this project, as resources that will remain in their community long after the project has ended. It will be key to train all CHWs, and initiate supervision of all CHWs so that they can start their work and obtain feedback on it in the next two years. Policy Issues and Sustainability: Continue the work at the national level, but start working towards developing regional policies for maternal/neonatal health improvements. The regional level work must also contain a strong emphasis on the sustainability of the project. Moreover, municipalities have a health budget, but may not have all the technical expertise with regards to how to prioritize health expenditures, so regional policy development must be linked with close work and collaboration with municipalities. Finally, related to sustainability and scaling up, with the results of this MTE, the project is in a good position to approach private institutions and corporations for donations towards the project and this population. Crucial to achieving sustainability of the project is the level of community involvement that can be managed in the next two years. It is key for the project team to form community committees and hold meetings and orientation sessions with them and with community leaders. These activities are programmed for the next two years. It is recommended that they be fully supported financially to complete these tasks in all of the key municipalities, given that successfully involving the community is key to long-term sustainability. Updated Workplan: There are various proposed activities, specifically the implementation of the HLBSS training, the development of emergency transportation plans, and the construction of a maternity waiting home, that need to be thoroughly reassessed by the project management. Based on a meeting with the project management team to present the results of this MTE, it is clear that all involved are aware of the issues associated with each of these three activities, and there is no clear decision with regards to how to proceed. The team must decide amongst themselves what the best strategies would be, and update the workplan accordingly. Moreover, there are various activities that they have been involved in, such as policy level work at the national level, which is only minimally described, if at all, in the workplan. It would be strategic for the Healthy Babies team to include these other activities which are focused on improving maternal and neonatal health within their workplan and discuss ways to evaluate how effective these activities were in obtaining their goal. Training/Strengthening Opportunities for Grantee and Partner Organizations: If the Project Management team decides to move forward with HLBSS, and this should be decided soon, then both INMED and XXXXXX expressed interest in technical assistance associated with implementing the HLBSS training, which was not attained partly due to the costs of bringing the HLBSS trainers to Peru. However, the teams recognize this may not be the best time to push the Peruvian MOH towards a decision on supporting HLBSS due to the political discussions regarding institutional vs. home births. Moreover, INMED had stated interest in strengthening its monitoring and evaluation skills, and the former Project Director in obtaining more training on child survival. I recommend that all partners discuss how their training interests have evolved, if at all, how to meet these training needs in the next two years, within the scope of the existing two years of funding. Funding: With two years left to go, and much to be accomplished, but a good track record for the initial portion of their work, this project should get full funding to finalize its workplan. Moreover, the project management team must continue to meet annually to discuss how to prioritize expenditures on specific activities to ensure that all partners involved have a clear picture of how the funding for the entire year will flow, and on what particular activities. A large portion of the funding must be allocated to the operationalizing of field activities, such as trainings and policy meetings, which are a lot more expensive than originally expected due to distances, access and expenses associated with these.

  • Conclusion and Recommendations D. Evaluations for Offenders without a sex offense conviction shall answer the following additional referral questions in the evaluations:

  • Representations and Recommendations Unless otherwise stated in writing, neither Xxxxxxxx Realty Inc, nor its brokers or licensees have made, on their own behalf, any representations or warranties, express or implied, with respect to any element of the Property including but not limited to, the legal sufficiency, legal effect, or tax consequences of this transaction. Any information furnished by either party should be independently verified before that party relies on such information. Xxxxxxxx Realty Inc. recommends that Buyer consult its attorneys and accountants before signing this Agreement regarding the terms and conditions herein and that Seller satisfy itself as to the financial ability of Buyer to perform.

  • PROMOTIONS AND VACANCIES 3.1 The Employer will determine when a position will be filled, the type of appointment to be used when filling the position, and the skills and abilities necessary to perform the duties of the specific position within a job classification that is being filled. Only those candidates who have the position-specific skills and abilities required to perform the duties of the vacant position will be referred for further consideration by the employing agency.

  • Recommendation The Sheriff recommends approval of the Board Order. The County Administrator concurs with the recommendation of the Sheriff. Should the Board of Commissioners concur with their recommendations, approval of the Board Order will implement that action. Respectfully submitted, /s/ XXXXX XXXXXX Xxxxx Xxxxxx County Administrator

  • Recommendations It is recommended that:

  • PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION The purpose of the Agreement is to provide the City with the services of one senior criminalist from the Department to perform DNA testing, analysis, and forensic-related consulting as requested by the City, effective upon execution by the Board through June 30, 2015. This Agreement will result in the creation of an additional senior criminalist position. The senior criminalist will be assigned solely to the Santa Xxxxxx Police Department (SMPD).

  • IMPLICATIONS OF THE LISTING RULES As one or more of the applicable percentage ratios (as defined in the Listing Rules) of the transactions under the Finance Lease Agreement are more than 5% but less than 25%, the transactions under the Finance Lease Agreement constitute discloseable transactions of the Company under Chapter 14 of the Listing Rules, and are subject to the announcement and reporting requirements under the Listing Rules.

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