Key Stakeholders. Key Customers:
Key Stakeholders. The MSPTU has numerous stakeholders, including agencies contributing information about operational activity, Regional Strategic Analysts, JSTAC, the College of Policing, linked NPCC portfolios, as well as those benefitting from the reports. The Lead Force shall procure that the MSPTU shall provide:
Key Stakeholders. The National Insight Team has numerous stakeholders, including agencies contributing information about operational activity, Regional Analysts, JSTAC, the College of Policing, linked NPCC portfolios, as well as those benefitting from the reports. The Lead Force shall procure that the National Insight Team shall provide:
Key Stakeholders. The Regional Strategic Analysts have numerous stakeholders, including agencies contributing information about operational activity, the National Insight Team, What Works Team, JSTAC as well as the ROCU/MPS itself and police forces.
(a) Policing
(b) Serious & Organised Crime Local Partnerships and Local/Regional Modern Slavery forums/threat groups/partnership groups/SGG
Key Stakeholders. Key Customers:
(a) Policing
(b) Serious & Organised Crime Local Partnerships and Local/Regional Modern Slavery forums/threat groups/partnership groups
Key Stakeholders. HSCPs must collaborate with NHS Boards as partners in the development and delivery of their Strategic Plan (and the associated Primary Care Improvement Plan). Local and Regional Planning arrangements will need to recognise the statutory role of the HSCP as service commissioners; and the partnership role of NHS Boards as NHS employers and parties to the GMS contracts for the delivery of primary medical services in their Board area. In addition to this, HSCPs have a statutory duty via the Public Bodies (Joint Working) (Prescribed Consultees) (Scotland) Regulations 2014 to consult a wide range of local stakeholders and professional groups on their Strategic Plans and take decisions on the size and shape of local health and social care services on a collective basis based on dialogue with the local communities and service users. In relation to the development of the Primary Care Improvement Plan that would include (but not be limited to): Patients, their families and carers Local communities SAS and NHS 24 Primary care professionals (through, for example, GP subcommittees of the Area Medical Committee and Local Medical Committees) Primary care providers Primary care staff who are not healthcare professionals Third sector bodies carrying out activities related to the provision of primary care In order to ensure that the provision of any new or reconfigured service has a patient-centred approach to care based on an understanding of patient’s needs, life circumstances and experiences it is important that patients, carers and communities are engaged as key stakeholders in the planning and delivery of new services. HSCPs should ensure that patient engagement is a key part of their Primary Care Improvement Plans. Good communications and understanding across the wider health and social care interfaces with both services and professional groups (e.g. primary/secondary, community health and social care services, district nursing, out of hours services, mental health services) will also be required to address direct patient care issues, such as prescribing, referrals, discharges, follow up of results and signposting. An important principle here is that each part of the system respects the time and resources of the other parts. There should not be an assumption that patient needs or work identified in one part of the service must be met by another without due discussion and agreement. This should ensure that patients do not fall through gaps in the health a...
Key Stakeholders. The Strategy involves a wide number of stakeholders, with various responsibilities in relation to disseminating information and circulating key messages. Broadly, this includes: • Government Parties (Commonwealth, State and Local) • Coalition of Peaks members and their members in turn • Other community-controlled organisations • Aboriginal and Xxxxxx Xxxxxx Islander community-controlled media organisations and outlets • Other Aboriginal and Xxxxxx Xxxxxx Islander media outlets • Mainstream media – metro and regional • Wider Australian community Priority order will vary according to communications initiative/message. A core component of this Strategy is that it asks all stakeholders to be actively engaged in and contributing to its success. Building understanding, support, and ownership from Aboriginal and Xxxxxx Xxxxxx Islander communities and organisations involved in Closing the Gap and implementing the National Agreement is best supported by commissioning, encouraging, and promoting community-led content that is distributed through Aboriginal and Xxxxxx Xxxxxx Islander community-controlled media. The below ideas are examples of community-led content to spread key messages about the National Agreement. • Community-controlled interviews or community profiles – engage mainstream and local media to host interviews that are community-led. Feature pieces, guided and owned by Aboriginal and Xxxxxx Xxxxxx Islander people – particularly young people – that appear on mainstream community broadcasters and media outlets can profile different communities, their families, their friends, or community-based activists. This will allow for young people to act as spokespeople for their communities on Closing the Gap or for activists to submit their opinion editorial pieces. • Case studies – a series of case studies highlighting best practice and tangible ways in which the National Agreement has been implemented well and benefited community could be developed in partnership with jurisdictional peaks. • Aboriginal and Xxxxxx Xxxxxx Islander influencers and activists on social media – influencers and activists could be engaged to share messaging about the National Agreement with their audiences. A toolkit would need to be developed to support this. • Engagement with jurisdictions – all parties could engage with their jurisdictional peaks to hear about community priorities and support development of appropriate and responsive National Agreement messaging. • Closing the Gap co...
Key Stakeholders. 2.1. Solomon Islands Ministry of Education and Human Resources Development and in particular its Teacher Training Development Division, Curriculum Development Division, National Examination and Standards Unit and Accounts Division;
2.2. Solomon Islands College of Higher Education;
Key Stakeholders. 4.3.1 Her Majesty’s Treasury (HMT) has overall policy responsibility for the ECA scheme. It takes into account the potential costs and benefits of the proposed technologies when approving annual updates to the scheme.
Key Stakeholders. 6.1 The contractor will need to be able to professionally manage relationships with the key stakeholders, including the Authority Representative, Learning and Development; the Authority’s Contract Manager for Job Specific Search & Entry Duties, Personal Safety and Risk Analysis, and Handling Conflict & Breakaway Techniques Training for Civilian Enforcement Officers, Xxxxxxxx and Tipstaff training.
