Internal communication Sample Clauses

Internal communication. The EMOTE project shares a mailing list, open to all workgroups. This ensures updated documentation and an open channel for partners to track progress and contribute. Documents are shared via Google Drive collaborative platform. The mailing list is managed by partner UOB. • Repository for Source Code: Subversion (SVN) server hosted at INESCPID.

Internal communication. Open communication will be undertaken at all times within the partnership by way of regular Project Board meetings with formal minutes. The frequency of these meetings will be twice yearly with additional meetings taking place if and when required. In addition, a Working Group will be convened on a more regular basis to deal with day-to-day programme issues. This group will be chaired by the Partnership Manager who will be responsible for upward reporting to the Board. The Partnership Manager will be responsible for all day-to-day running of the project and relevant business matters. All members of the Partnership should direct issues relative to ongoing business or project development through the Partnership Manager.

Internal communication. The entities communicate internally about their objectives, challenges, actions taken and results achieved, including but not limited to the objectives and responsibilities of internal control.

Internal communication. The Union shall have the right to communicate with bargaining unit members through the use of the city internal communication method for notification purposes, provided the information communicated is not political in nature.

Internal communication. 4.1 Meetings and video conferencing Most of the meetings will be held online. To that end, a Zoom room is dedicated for project usage. It is currently used for the bimonthly work package leader meetings and for work packages’ dedicated meetings. A shared google calendar ▇▇▇▇▇▇▇▇@▇▇▇▇▇▇-▇▇.▇▇▇, is used to check the zoom room availability and to avoid double booking. In addition, a Mattermost6 workspace has been created on OPERAS server. It provides a secured space to facilitate collaboration and communication within the consortium and among the partners. Besides it hosts three other major projects, focused on Diamond publishing and addressing complementing objectives, DIAMAS, CRAFT-OA and OAeBU Data Trust, offering them a relatively privileged space, accessible with the same identification (OPERAS ID), to support cross projects collaboration. As best practice the mailing lists shall be used for important messages and Mattermost is privileged for quick 1:1 discussion or within a limited group of persons. 4.2 Mailing lists and chat 11 targeted mailing lists have been created to ensure fluid communications within the consortium of partners. Each list is managed by the owner and one deputy. The mailing lists service is powered by SYMPA7 and provided by Open Edition

Internal communication. ‌ The internal communication will ease the communication between the partners, the Advisory Board, and other members relevant to the Consortium. In particular, we have grouped the stakeholders this way: ● Individual project members ● WP leaders ● EIC portfolio projects Most of the internal communication actions will take place on Microsoft Teams, thanks to different channels and structures created on this platform by ▇▇▇▇▇. Thanks to this platform, each of the audiences counts on separate private discussion boards, as well as an interactive file system to store, share, and collaborate on documents about the project. Additionally, WP will regularly meet to update the relevant parties on progresses in tasks and milestones around the project. AGATA and WP6 representatives will attend these meetings to stay connected to the consortium and pick up relevant results for CDE activities and promotion actions, such as press releases and blog posts. Another internal communication activity will consist on virtual or in-person consortium meetings, which usually take place every six months.

Internal communication. The current pandemic has created a high demand for information from internal employees of the NYC Department of Health and Mental Hygiene. Multiple channels such as e-mail, newsletters, intranet and an electronic staff directory are directly available for all staff members. Messages and communications from management will be frequently delivered to increase awareness of any new developments. The primary means of communication during non-emergency situations, will be through emails and landline phones that will be distributed across all departments within the NYC Department of Health and Mental Hygiene. In the event of an emergency, communication will be escalated accordingly to all members and prompt responses from the Commissioner, Chief of Staff and current General Counsel. In the case that primary means of communication fails or become compromised, backup two-way radios will be implemented to keep an active communications system between all employees. In the event of an emergency, communication between external agencies and the NYC Department of Health and Mental Hygiene will be carried out by the Chief Communications Officer. The Chief Communications Officer will advise the Commissioner on any external matters that are impacting the agency and advise the Bureau of Communications on crisis response. Furthermore, in liaison with the Department’s Office of External Affairs Division, proper outreach to other agencies, organizations and the public will be made. Emergency Operations will emit an organizational crisis alert sending both emails and phone messaging to all employees. The Health Alert Network (HAN) will also emit health alerts and advisories and contain public health information for medical providers by sending up-to-date health alert information and online document library on public health topics.10 Furthermore, advisory alerts will also be sent out regularly when subscribed to HAN and will also be made available to the public to view on the advisory bulletin.

Internal communication. 1. Parkhill shall put in place a system of at least bi-weekly updates and reporting to the Owner Representative. The purpose of this protocol is to keep the Owner Representatives abreast of the Program, particularly involving issues requiring immediate attention. 2. For all design and construction-related meetings, ▇▇▇▇▇▇▇▇ will prepare, or cause others to prepare and distribute meeting notes (minutes) and ensure coordination of issues raised during the meetings with responsible project stakeholders. This will include Progress meetings, which ▇▇▇▇▇▇▇▇ will chair. Meeting notes (minutes) will be issued to all parties concerned no later than three (3) working days following the date of the meeting. 3. Parkhill shall prepare a monthly Project Report in a single volume to include the following information for each project: Executive Summary Narrative; Executive Summary Cost Report; Master Schedule; Scheduling of Intermittent Moves of Existing Functions; Summary of Equipment Planning and Procurement. The Project Specific Report shall include a Summary Report; Progress Report; and the presentation of post-construction maintenance schedules and procedures. ▇▇▇▇▇▇▇▇ shall participate in update meetings with Owner and stakeholder groups as directed by the Owner Representative.

Internal communication. The main communication tools for internal purposes are: e-mail, WhatsApp channel FabLabNet and Slack.