Community Engagement Strategy Sample Clauses

Community Engagement Strategy. 1b.2: Project branding, including development of name, logo, icons, message, etc.
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Community Engagement Strategy. The design process will be deeply informed and guided by a community-driven conversation designed to ensure that the implementation of the Park embodies the interests of the community. The Consultant Team has drafted a preliminary Community Engagement Strategy that integrates outreach, engagement, and co-creative workshops throughout the process. Refer to Task I for additional information. Among our first steps will be to work with the County and Stakeholders to develop and refine the Community Engagement Strategy.
Community Engagement Strategy. Due to the importance of community engagement in the Specific Plan update process, the City seeks a consultant capable of providing robust outreach and stakeholder participation. With assistance from the City’s Office of Community Engagement, City staff and the consultant will develop a community engagement strategy which will focus on reaching and including residents, business owners, property owners, local organized groups, community and faith-based organizations, schools, seniors, youth, and non-English speaking persons. The main goals of the strategy will be to: • Engage as many of the residents, businesses, and property owners in and around the Specific Plan area as possible; • Provide information to the community regarding the goals and policies of the existing Downtown Station Area Specific Plan; • Invite input on features of the Specific Plan that have been successful and those that have been less successful; • Provide information to the community regarding the purpose of the Specific Plan update and clearly describe the impacts and benefits and timing of its implementation; and • Provide opportunities for community members and other key stakeholders to plan for the future of their community, including seeking input on the vision for the area, development of land use and circulation alternatives, and development of the final preferred alternative. The strategy must include a broad spectrum of engagement techniques to ensure that people who are not generally aware or interested in planning related issues and who do not generally attend community meetings will participate. The strategy should consider focus groups and interviews, attendance at meetings of local business or neighborhood organizations, surveys, fact sheets, informational brochures, website, local media (including radio and TV appearances), one-on-one and small group meetings with residents and other members of the community, as well as informal meetings at local gathering areas and attendance at local events. The techniques should also address outreach to residents who are low income or are non-English speakers. New and innovative ideas for attracting interest in the project and increasing participation among the community is highly desired. The strategy should also include an approach for contacting all business and property owners and residents within the plan boundaries as well as those up to 400 feet beyond the plan boundaries. The project budget should include the cost of preparin...
Community Engagement Strategy. Based on input from City staff at the kick-off meeting, Mintier Harnish will finalize the details of the comprehensive Community Engagement Strategy. The strategy will describe engagement methods, responsibilities, and publicity protocols. Mintier Harnish will structure the Strategy to be inclusive of all those who make up the “community,” including residents; workers; businesses; property owners; developers and residential builders; educational institutions; civic, community, and non-profit organizations; religious, social, cultural, and ethnic groups; and public agencies. In addition to being inclusive, the goal is to create meaningful opportunities for involvement throughout the preparation of the Housing and General Plan Elements Updates.
Community Engagement Strategy. Shortly after the project kick-off meeting (Task 1.1), Ascent and Plan to Place will engage the City in a meeting to discuss the approach and strategy to community engagement and project branding. The Community Engagement Strategy will identify: • Roles and responsibilities of the consultant team, staff, and stakeholders in the planning process. • Timelines for outreach activities, coordinated with the phased presentation of each focus area. • Communication strategy for creating awareness, invitation, and creative buzz about the project. In addition to engaging residents, business owners, and development community stakeholders, the Engagement Strategy will also address outreach to engage low-income communities, minority residents, and non-English speakers through local community channels and/or pop up events at strategic locations in the city. The Community Workshops and Open House will also include translation and , if conducted in-person, childcare services.
Community Engagement Strategy. The R+A team will co-design an outreach strategy with the City, local community-based organizations, and community leaders to meaningfully engage a diverse and broad range of stakeholders. At a minimum, the Community Engagement Strategy will clearly identify the range of outreach tools and platforms and the timing and responsibilities related to each. The Community Engagement Strategy will: • Introduce the overall outreach process and engagement tools. • Identify numerous outreach targets overall and for specific stakeholder groups, such as youth and native Spanish speakers, using a “sampling plan.” • Outline project goals and objectives. • Identify outreach and communications responsibilities, and the engagement schedule relative to key dates and events in the community. • Provide an overview of interest groups, stakeholders, key advisors and members of the advisory committee, and the format of future meetings. • Establish methods for communicating with City staff and stakeholders. As part of this task, the R+A team will create a 2-page project fact sheet and FAQs. The project website should have an automated feature where participants can add their names to a project contact list.
Community Engagement Strategy. Stakeholders
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Community Engagement Strategy. Task 3.1 of scope is to develop Engagement Strategy What is the best way to engage a broad spectrum of the community? Goals: Inform residents of the initiative and why it matters Engage the public in developing solutions that fit Moraga Listen--and ensure the initiative responds to local priorities and concerns Address/ discuss difficult issues as the Plan/Zoning is drafted Meet State requirements (engage the whole community) <.. image(A group of people sitting at a table Description automatically generated) removed ..>
Community Engagement Strategy. ⮚ Develop a strategy to keep program supporters involved and engaged. ⮚ Demonstrate community values by communicating program success stories, tailored metrics, and updates with key supporters. ⮚ Seek new partnerships for future funding opportunities. ⮚ Produce materials to support community outreach (thank-you notes, newsletter updates) ⮚ Plan events to connect including facility tours, open houses, mixers and more. ⮚ Record strategies, events, public interactions and comments, and key partnerships in the Project Database.

Related to Community Engagement Strategy

  • Community Engagement The HSP will engage the community of diverse persons and entities in the area where it provides health services when setting priorities for the delivery of health services and when developing plans for submission to the LHIN including but not limited to CAPS and integration proposals. As part of its community engagement activities, the HSPs will have in place and utilize effective mechanisms for engaging families, caregivers, clients, residents, patients and other individuals who use the services of the HSP, to help inform the HSP plans, including the HSP’s contribution to the establishment and implementation by the LHIN of geographic sub-regions in its local health system.

  • Community Engagement Integration Activities The SP will support the HSP to engage the community of diverse persons and entities in the area where it provides health services when setting priorities for the delivery of health services and when developing plans for submission to the LHIN including but not limited to CAPS and integration proposals.

  • Transition Planning The AGENCY will be responsible for the development of the student’s Transition Plan, which begins upon entry and is completed prior to the student’s exit.

  • Training and Professional Development 11.1 The Employer will develop and maintain an employee training and development plan and provide such plan to the Union upon request. Staff training is intended to provide an opportunity for classified staff employees for training sponsored by the University Training and Development and the UW Medical Centers Organizational Development and Training. Education/Professional Leave is intended to facilitate employee access to continuing education opportunities. Training and educational/professional leave may be used for the purpose of improving job performance, maintaining and increasing proficiency, preparing staff for greater responsibility, or increasing promotional opportunities within the framework of staff positions available at the University. 11.2 Any release time for training for employees accepted for such classes shall be in accordance with the Executive Order (currently No. 52) governing this matter. In the event that two or more employees request the same training period and supervision must limit the number of persons who may participate at one time due to work requirements, the selection will be made on a mutually agreeable basis within the department. 11.3 The training program is a proper subject for discussion by either departmental or University-wide Joint Union/Management Committees. 11.4 If the Employer requires an employee to receive training, reimbursement will be provided in accordance with the University travel rules. Employee attendance at Employer required training, either during or outside working hours, will be considered time worked and compensated in accordance with the provisions of this Agreement. 11.5 Employee attendance at training not required by the Employer and not covered by Executive Order 52, either on approved leave from or outside of working hours, will be voluntary and not considered time worked.

  • Clinical Management for Behavioral Health Services (CMBHS) System 1. request access to CMBHS via the CMBHS Helpline at (000) 000-0000. 2. use the CMBHS time frames specified by System Agency. 3. use System Agency-specified functionality of the CMBHS in its entirety. 4. submit all bills and reports to System Agency through the CMBHS, unless otherwise instructed.

  • LABOUR MANAGEMENT RELATIONS 9:01 No employee or group of employees shall undertake to represent the Union at meetings with the Employer without the proper authorization of the Union. The Employer shall not meet with any employee or group of employees undertaking to represent the Union without the proper authorization of the Union. In representing an employee or group of employees, a representative of the Union shall be the spokesperson. In order that this may be carried out, the Union shall supply the Employer with the names of its Officers and representatives. Likewise the Employer shall supply the Union with a list of its Designated Authorities and Chairs where the Chair is not the Designated Authority. Neither the Union nor the Employer shall be required to recognize such representatives until written notification has been received. 9:02 The Union and the Employer acknowledge the mutual benefit of joint consultation and agree, therefore, that there shall be a joint labour/management committee consisting of three (3) representatives from and selected by each party. There shall be one (1) regularly scheduled Labour/Management Committee meeting in each four (4) month term or semester (January to April, May to August, September to December). In addition, meetings shall be arranged at the request of either party through the Labour Relations Department, by submitting in writing the topics to be discussed. Such meetings shall take place, at a mutually-agreeable time, within ten (10) working days of the receipt of the request for the meeting. Meetings shall not be used to discuss matters which are the subject of a grievance nor to discuss any matters which are, at the time, the subject of collective bargaining. The committee shall function in an advisory capacity only, making recommendations to the Union and/or the Employer with respect to its discussions and conclusions, and shall not have the power to add to or modify the terms of this agreement. A representative of each party shall be designated Co-Chairperson, and the two persons so designated shall alternate in presiding over meetings.

  • Community Outreach Please describe all community outreach efforts undertaken since the last report.

  • Professional Development Leave A. Policy. Professional development leave shall be made available to employees who meet the requirements set forth below. Such leaves are granted to increase an employee's value to the University through enhanced opportunities for professional renewal, educational travel, study, formal education, research, writing, or other experience of professional value, not as a reward for service.

  • Professional Development Fund Article 20

  • Professional Development Funds 23.1.1 Two Professional Development Funds, a Professional Development Support Fund and an Education Leave Fund, shall be established to support professional development activities as defined in 23.2. On April 1st of each year, the College will allocate an amount equal to no less than 0.9% of total faculty salary (exclusive of severance payments) to the Professional Development Support Fund, and an amount equal to no less than 0.6% of total faculty salary to the Educational Leave Fund. Any unused balances in these funds shall carry over to the next budget year. 23.1.2 The College agrees to provide the Association with the authority to administer the program on behalf of the College for those activities approved by the College in accordance with 23.2, 23.4 and 23.5. 23.1.3 Nothing in this Agreement prevents the College from funding professional development activities in addition to those activities supported through the Professional Development Funds (23.1.1) in accordance with the procedures described in this Article.

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