Communications Strategy. The Vendor’s Communications Strategy is to provide full transparency into every facet of the project and make visible to the County’s Project Manager the status of each activity, task, issue, and risk within the project plan. Vendor will provide a detailed communication plan during project startup as part of the Project Management Plan (PMP). Vendor’s Project Manager will work with the County’s Project Manager to finalize this plan and make sure that it is executed throughout the project. To meet the specific communication needs of other County personnel and stakeholders, Vendor’s Project Manager will work with the County’s Project Manager to define requirements. Project communication includes structured status reports and communications that provide meaningful reports on project metrics that clearly indicate the progress of the project as well as less formal communications among the project management team. The key benefits of this approach are to make sure that the needs are understood and that expectations are met as well as to proactively identify and mitigate risks and project issues that develop before they impact the project. The basic elements of Vendor’s communications plan is outlined in the remainder of this section. In addition to status reports, team status meetings will be held periodically, and the Vendor’s Project Manager will update the team on the project’s progress (plan versus actual), discuss status on outstanding issues, identify project risks, and discuss any administrative issues (for example, time reporting). In addition, this meeting will provide a forum in which actively involved team members can discuss technical or functional project issues and determine appropriate resolution actions.
Communications Strategy. 7.1 The Parties shall develop and implement an ongoing process of information for the public and concerned entities in Nunavik.
7.2 Negotiation matters and related documents shall be deemed confidential, unless otherwise agreed to by the Parties’ negotiators.
7.3 The Agreement-in-Principle and the Final Agreement for the amalgamation of the organizations under a Unified Entity and the Supplementary Agreement shall be published in Inuttitut, French and English, and copies shall be distributed to the Nunavik households. The French and English versions shall be the authoritative versions.
7.4 Once the Parties have successfully concluded an Agreement-in-Principle and Final Agreement, they will make their negotiating teams available to assist with the necessary follow-up work, including, but not limited to:
a) Communicating and explaining the content and intent of the Agreement-in-Principle and Final Agreement to the residents and organizations of Nunavik and to the Governments of Québec and Canada. Copies will be made available to the general public upon request.
b) Providing information and assistance that may be required from the negotiators during the ratification process.
Communications Strategy. A consultant team has been engaged by Seattle to provide communications strategy; their work will continue.
Communications Strategy. NHS England, PHE and NOMS will develop and refresh a joint communications strategy to support and underpin the shared principles and priorities in this agreement. 51 xxx.xxxxxxx.xxx.xx/xxxxxxxxxxxx/xxxxxxxxx-xxxxxxx/xxx 52 xxx.xxxxxxxxxxx.xx.xx
Communications Strategy. Provision of technical assistance to develop and carry out a communications strategy, including media and dissemination and communication materials on post-disaster interventions, including the EISTP and the development of a social registry.
Communications Strategy. The LAA will be officially launched in April 2007. We recognise that communications will play a central role in ensuring the successful delivery of the LAA Project Management Board has agreed a communications strategy. The aim of the communications strategy is to bring coherence to the internal and external communications between all stakeholders of the LAA, to support its vision and enhance stakeholder engagement. It sets out our principles, objectives and key messages for the LAA, our values and communications channels, our action plans and crucially, in terms of developing the transparency and accountability of delivering tangible outcomes for local communities, our performance measures. As part of the development of the communications strategy, reference groups have been established including nominated lead members and officers from all local authorities and LSPs to ensure regular and consistent information flow between the LAA Block Partnerships, the Delivery Partners and the Strategic Management Board. In addition, a Lincolnshire Assembly website has recently been launched at xxx.xxxxxxxxxxxxxxxxxxxx.xxx with considerable space dedicated to the LAA.
Communications Strategy. The Tactical Communications Plan will focus on the execution of activities to continue supporting the 3 specific objectives: • Achieve receptivity of The Cacao Effect Alliance in the communities. • Demonstrate the Alliance's potential. • Generate ownership in the communities. During the fiscal year 2022, we will continue to train spokespersons, update the microsite, update the institutional video, generate POP and audiovisual material, disseminate through chats and radio stations, newspapers, social networks, celebrate special days, develop a mobile mini-game, hold chocolate parties and, finally, continue to hold meetings with stakeholders in the areas. Additionally, from this strategy, we will carry out the first pilot of "Communication for development" in the municipality of Tumaco. The purpose of this project will be to empower rural communities with knowledge and communication tools so that their members have small minimum viable business units to provide services that facilitate the dissemination of relevant information for each territory. If viable for the municipality of Tumaco, the project will be expanded to the other sub-regions as part of TCE's strategy for young people.
Communications Strategy. We will discuss winter service provision at the regular liaison meetings held with the adjacent local authorities and Operating Companies to ensure that there are no issues at boundary interfaces. We will also undertake liaison meetings with Police Scotland prior to the start of the winter season to apprise them of the details of the Winter Service Plan. On a day to day basis our procedures will ensure that we have robust systems in place to notify all relevant organistaions of the winter service actions we plan to carry out. We will also have procedures to request Traffic Scotland, where appropriate, to display specify winter service related messages on the variable message signs installed across the trunk road network. We will use a variety of social media forums to proactively inform the travelling public of the winter service we will provide. For example, Twitter messages will advise the public of the daily forecast, the action to be taken and when it will be carried out.
Communications Strategy. School boards will communicate with students and their families to promote knowledge and understanding of this protocol and consistency in its application. Boards will communicate the range of situations in which police may be called to investigate school-related occurrences, including any criminal activity that occurs off school property and out of school hours if it has a negative impact on the school climate. Communication materials will be written in plain language and available in multiple languages and accessible formats, as appropriate, and in accordance to each school board`s respective policies and procedures. The police and school board will work cooperatively in the development and release of information to the community.
Communications Strategy. Provision of support to design and implement a communications strategy comprising: (i) internal communications with country partners; (ii) community communications; and (iii) external communications to promote and disseminate Project information and raise awareness.
