PRINCIPLES OF JOINT WORKING Sample Clauses

PRINCIPLES OF JOINT WORKING. ‌ 6.1 The Parties agree to: 6.1.1 work positively with each other as trusted partners; 6.1.2 share information from third parties that may affect the BID Area; 6.1.3 inform and consult each other, where appropriate, before proposing changes that affect the built environment in the BID Area; 6.1.4 hold joint project meetings on jointly-funded projects; 6.1.5 hold a annual service review meeting where the parties will assess resources, review any issues or concernsto agree and prepare a joint action plan. 6.1.6 agree project timetables and critical delivery paths; 6.1.7 develop bespoke engagement protocols on major projects; 6.1.8 provide responses within agreed timetables to requests for information on the BID Area; 6.1.9 treat information received from in an appropriate manner to the nature of the information, in particular respecting any confidentiality; and 6.1.10 engage the businesses in the BID Area.
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PRINCIPLES OF JOINT WORKING. 6.1 The Parties agree to: 6.1.1 work positively with each other as trusted partners; 6.1.2 share information from third parties that may affect the BID Area; 6.1.3 inform and consult each other, where appropriate, before proposing changes that affect the built environment in the BID Area; 6.1.4 hold joint project meetings on jointly-funded projects; 6.1.5 agree project timetables and critical delivery paths; 6.1.6 develop bespoke engagement protocols on major projects; 6.1.7 provide responses within agreed timetables to requests for information on the BID Area; 6.1.8 treat information received from in an appropriate manner to the nature of the information, in particular respecting any confidentiality; and 6.1.9 engage the businesses in the BID Area.
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PRINCIPLES OF JOINT WORKING. The following principles will apply to joint working: All joint working must be for the benefit of patients; Joint working will be conducted in an open and transparent manner; Joint working will take place at a corporate, rather than an individual, level; Arrangements will be of mutual benefit, the principal beneficiary being the patient; Contract negotiations will be negotiated in line with NHS values; Confidentiality of information received in the course of the arrangement will be respected and never used outside the scope of the project; All patient identifiers will be removed from data to preserve and respect patient confidentiality in line with the Data Protection Act; Reports and information pertaining to the agreement / projects will not be used or published without explicit permission given by all parties; Joint working must not be used or seen as endorsement or promotion of any specific medicine or product; Pharmaceutical companies must comply with the ABPI Code of Practice for the Pharmaceutical Industry at all times; All NHS employed staff must comply with NHS, and relevant professional body, Codes of Conduct at all times, and be aware of DH Guidance relating to joint working with the pharmaceutical industry (Best Practice Guidance for Joint Working between the NHS and the Pharmaceutical Industry, February 2008).
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PRINCIPLES OF JOINT WORKING. The following principles will apply to joint working:  All joint working must be for the benefit of patients;  Joint working will be conducted in an open and transparent manner;  Joint working will take place at a corporate, rather than an individual, level;  Arrangements will be of mutual benefit, the principal beneficiary being the patient;  Contract will be negotiated and executed in line with NHS values;  Confidentiality of information received in the course of the arrangement will be respected and never used outside the scope of the project;  Ownership of the data and information generated as part of the project will rest with the relevant NHS organisations involved as Data Controllers. BI will at all times have no access to patient identifiable or pseudonymised data. Fully anonymised and aggregated data will be solely shared with BI in the course of the project and its evaluation. Any sharing of data with BI will be governed by UK data protection law, OCCG’s information governance framework and a Data Sharing Agreement or Data Processing Agreement (as appropriate) to be agreed and executed between OCCG and BI;  All patient identifiers will be removed from data to preserve and respect patient confidentiality in line with the Data Protection Xxx 0000 and all the applicable data protection legislation and guidance;  Reports and information pertaining to the agreement / projects will not be used or published without explicit permission given by all parties; such permission not to be unreasonably withheld or delayed.  Joint working must not be used or seen as endorsement or promotion of any specific medicine or product;  Pharmaceutical companies must comply with the ABPI Code of Practice for the Pharmaceutical Industry at all times;  All NHS employed staff must comply with NHS, and relevant professional body, Codes of Conduct at all times, and be aware of DH Guidance relating to joint working with the pharmaceutical industry (Best Practice Guidance for Joint Working between the NHS and the Pharmaceutical Industry, February 2008).
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PRINCIPLES OF JOINT WORKING. The following principles will apply to joint working: I have read the above Joint Working Agreement and commit to the Terms. Signed: Print Name: Nick Ireland, Acting Strategic Director, People Services, on behalf of: London Borough of Xxxxxx Date: 15.07.2019 Signed: Print Name: Xxxxxxxx Xxxxxx, Acting Managing Director on behalf of: Xxxxxx Clinical Commissioning Group Date: 16.07.2019
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PRINCIPLES OF JOINT WORKING. The parties agree to adopt the following principles when developing Partnership of Purpose: (a) Co-operate with each other, and the wider health and care system, to support the objectives of Partnership of Purpose. (b) Be open and communicate openly about major concerns, issues or opportunities and adopting an open and transparent approach to information sharing. (c) Adopt a positive outlook. Behave in a positive, proactive manner. (d) Be accountable. Take on, manage and be accountable to each other for the performance of the respective roles and responsibilities, ensuring best value from resources and measuring and monitoring the safety of services, their effectiveness and patient experience. (e) Develop effective working practices centred around the needs of islanders, working collaboratively to identify solutions, eliminate duplication of effort, mitigate risk and reduce health costs. (f) Act in a timely manner. Recognise the time critical nature of any deliverables and respond accordingly to requests for support. (g) Manage stakeholders effectively.
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PRINCIPLES OF JOINT WORKING. The Parties agree to adopt the following principles to work together to ensure the delivery of the Purpose (Principles): (i) Assisting and participating in the delivery of BLC Key Objectives; (ii) collaborate and co-operate. Establish and adhere to the governance structure set out in this Agreement to ensure that activities are delivered and actions taken as required; (iii) be accountable. Take on, manage and account to each other for performance of the respective roles and responsibilities set out in this Agreement;
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PRINCIPLES OF JOINT WORKING. 2.1 Shared vision All joint working must be for the benefit of the patients Both organisations are committed to developing innovative partnership plans to better serve the needs of the local population Both organisations recognise that by working together they can enhance the contribution they each make towards improving the quality and safety of patient care The development of innovative partnership working will mean that together we can deliver a comprehensive network of person centred health (and social) care The partnership recognises that each organisation has a unique contribution to make in the delivery of patient care
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PRINCIPLES OF JOINT WORKING. To achieve an effective and complementary service to planning authorities and the Energy Consents Unit we will follow the following principles of joint working: Ensure that all advice requiring a joint approach from SNH and SEPAs is clear, helpful and timely for our customers. Identify areas of potential overlap and associated risks as early in the process as possible. Officers from both agencies should aim to ensure that future risks are not being deferred without discussion. This is particularly important where such risks may undermine the viability of the proposed development. Clearly communicate any areas of potential overlap and associated risks with the relevant SNH case officer or SEPA planning officer at the earliest opportunity. In the early stages of any case SNH Case Officers, SEPA Planning Officers and specialist advisers in both organisations should consider whether a joint approach is needed to provide clear and helpful advice. Table 1 provides guidance on areas of potential overlap and the agreed working arrangements. In such cases the lead SNH and SEPA Officers should make contact (see contact details below) and discuss the case with each other to coordinate the response(s). This applies to both pre-application advice to developers and formal responses to consultations from planning authorities and the ECU. Coordinate respective responses in line with the joint working arrangements outlined in Table 1. Table 1 provides guidance on the working arrangements to be followed where a potential overlap of issues has been identified. Where one Agency is identified as the lead responder, the other Agency will provide the necessary support in a clear and timely manner. In exceptional circumstances where a joint position cannot be agreed the matter should be escalated through the appropriate channels of each Agency as expediently as possible. In SNH, escalation will be to the Area Manager. In SEPA, escalation will be to the Planning Unit Manager. The Managers will coordinate further liaison to reach an agreed position bringing together relevant parties as required. In exceptional circumstances where agreement still cannot be reached a document outlining the differences will be jointly prepared for consideration by more senior management in both Agencies. Very occasionally, despite making every effort to find a solution, SNH and SEPA may be unable to agree. In such cases it is important to clearly document the justification for submitting non-complemen...
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