Stakeholder Engagement / Outreach Sample Clauses

Stakeholder Engagement / Outreach. Engage stakeholders and other interested parties, provide information necessary to understand SGMA-related activities, and engage other GSAs and agencies about their concerns and questions. Contract a professional facilitator who will guide the stakeholder engagement process through GSP adoption, consistent with DWR guidance document recommendations and guidelines. Maintain and share contact list within the project team. Develop a negotiation and consensus building process, as requested for support in reaching agreement(s) on controversial GSP element(s). Develop outreach material and identify methods to share information with stakeholders, public, member agencies, and GSA(s). Conduct meetings. Form an interdisciplinary Technical Advisory Committee (TAC) that includes individuals who are willing to lend their expertise to the GSP development and implementation. Ensure the TAC will review, comment, and advise during GSP development regarding technical issues relevant to GSP development tasks. Engage the tribes with Plumas County as the primary point of contact on the SGMA process, tribal water rights, and tribal lands. Consult with DWR’s Office of Tribal Policy Advisor for guidance. • Stakeholder Communication and Engagement Plan • Presentation materials for Technical Meetings • Meeting summaries included as attachments in the Quarterly Progress Report Prepare a GSP that meets the SGMA regulations. Work collaboratively with the GSA Advisory Committee to reach consensus whenever possible on the GSP as it is developed. Adjust and modify the GSP, as necessary, to respond to stakeholder input. Submit deliverables listed below electronically through an online reporting system. Compile the complete GSP and prepare for adoption by the GSA’s Board. Provide a minimum of 90- day notice to local cities and counties for GSP review. Post a public notice for the hearing to adopt the GSP. Assist with conducting the public hearing to adopt the GSP. Provide summaries of activities within the Quarterly Progress Report(s). Submit the adopted GSP to the SGMA Portal and submit the email response from the SGMA Portal to DWR’s Project Manager. Activities to develop the GSP and sections that may be included within the GSP, but are not limited to, those described below.
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Stakeholder Engagement / Outreach. Initial outreach/Technical Advisory Committee formation Public Workshops (Review model and Basin Setting, Discuss Sustainability Goals, Workshops for each SMC) 3.1 - Initial Notification of GSP Preparation (if needed) 3.2 - Data Collection and Analysis 3.3 - Integrated Hydrologic Modeling
Sample 1
Stakeholder Engagement / Outreach. Develop a GSP Outreach Plan that will describe the integration of GSP activities including how public communication of GSP development activities will occur as well as planning a schedule for public engagement activities. Plan public engagement activities on various levels including Napa County staff, Napa County Board, stakeholders, and the public. Develop the agendas, presentation materials, handouts, and other visually compelling materials to convey complex technical concepts in an easily understandable way. Develop a website with GSP-related information that will be a platform for updates and meeting information (e.g. agendas, handouts, etc.).
Sample 1
Stakeholder Engagement / Outreach. Prepare an Outreach and Communications Plan to ensure that interested parties have opportunities to be informed about progress and opportunities to provide input and feedback. Hold a minimum of eight (8) stakeholder meetings of the Eel River Valley Groundwater Working Group or Groundwater Resources Advisory Committee. Provide a minimum of sixteen (16) meetings involving local agencies and stakeholders (e.g.
Sample 1
Stakeholder Engagement / Outreach. M&A will support SVBGSA stakeholder outreach and engagement. This includes supporting meetings with the established Board of Directors and Advisory Committee, as well as newly established committees, such as the Seawater Intrusion Working Group and subbasin committees. M&A will help strategize on outreach and integration between the technical and political processes. M&A will develop material for M&A presentations as necessary, attend meetings, present technical information as requested, and help answer questions from the public. M&A will also assist with more in-depth training and feedback sessions, such as on the Xxxxxxx Valley Integrated Hydrologic Model.
Sample 1

Related to Stakeholder Engagement / Outreach

  • Public Outreach The Sponsor is responsible for development and administration of a public outreach effort to ensure public awareness and involvement in the Project development and delivery process. The Sponsor shall provide a copy of the public outreach plan and all materials documenting the public outreach activities, including public notices, press releases, flyers, etc. to the Authority. The public outreach plan must accompany the first invoice for payment from Sponsor. The materials documenting the public outreach activities must accompany the final invoice for payment from Sponsor.

  • 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.

  • MANAGEMENT OF EVALUATION OUTCOMES 12.1 Where the Employer is, any time during the Employee’s employment, not satisfied with the Employee’s performance with respect to any matter dealt with in this Agreement, the Employer will give notice to the Employee to attend a meeting; 12.2 The Employee will have the opportunity at the meeting to satisfy the Employer of the measures being taken to ensure that his performance becomes satisfactory and any programme, including any dates, for implementing these measures; 12.3 Where there is a dispute or difference as to the performance of the Employee under this Agreement, the Parties will confer with a view to resolving the dispute or difference; and 12.4 In the case of unacceptable performance, the Employer shall – 12.4.1 Provide systematic remedial or developmental support to assist the Employee to improve his performance; and 12.4.2 After appropriate performance counselling and having provided the necessary guidance and/or support as well as reasonable time for improvement in performance, the Employer may consider steps to terminate the contract of employment of the Employee on grounds of unfitness or incapacity to carry out his or her duties.

  • 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.

  • Statewide HUB Program Statewide Procurement Division Note: In order for State agencies and institutions of higher education (universities) to be credited for utilizing this business as a HUB, they must award payment under the Certificate/VID Number identified above. Agencies, universities and prime contractors are encouraged to verify the company’s HUB certification prior to issuing a notice of award by accessing the Internet (xxxxx://xxxxx.xxx.xxxxx.xx.xx/tpasscmblsearch/index.jsp) or by contacting

  • Quality Management System Supplier hereby undertakes, warrants and confirms, and will ensue same for its subcontractors, to remain certified in accordance with ISO 9001 standard or equivalent. At any time during the term of this Agreement, the Supplier shall, if so instructed by ISR, provide evidence of such certifications. In any event, Supplier must notify ISR, in writing, in the event said certification is suspended and/or canceled and/or not continued.

  • Labour Management Relations Committee In recognition of the mutual benefits of open communications and on-going consultation between the faculty and the employer, the Labour/Management Relations Committee will meet on a regular basis and have equal representation for the Union and the Employer. The LMRC will serve as an open forum for the free and candid discussion of matters of mutual concern to faculty members and management.

  • Research Analyst Independence The Company acknowledges that the Underwriters’ research analysts and research departments are required to be independent from their respective investment banking divisions and are subject to certain regulations and internal policies, and that such Underwriters’ research analysts may hold views and make statements or investment recommendations and/or publish research reports with respect to the Company and/or the offering that differ from the views of their respective investment banking divisions. The Company hereby waives and releases, to the fullest extent permitted by law, any claims that the Company may have against the Underwriters with respect to any conflict of interest that may arise from the fact that the views expressed by their independent research analysts and research departments may be different from or inconsistent with the views or advice communicated to the Company by such Underwriters’ investment banking divisions. The Company acknowledges that each of the Underwriters is a full service securities firm and as such from time to time, subject to applicable securities laws, may effect transactions for its own account or the account of its customers and hold long or short positions in debt or equity securities of the companies that may be the subject of the transactions contemplated by this Agreement.

  • Outreach Not less than 30 days prior to the opening of bids or the selection of contractors, the Agency-Assisted Contractor or Contractor shall:

  • Teaching Load 11-1 The parties recognize that the number of students, the number of preparations, and the amount of planning time are related to student performance. 11-2 CLASS SIZE 11-2-1 The parties recognize that class size is related to economics and that reduction of class size is faced with fiscal constraints. The parties further recognize that it is not feasible at this time to set general numerical limitations upon class size because of physical space available, special programs, special student needs, attendance area variances, differences in scheduling systems, busing, and because of other variable causes affecting class size. Nevertheless, the parties shall make reasonable effort to maintain class size at reasonable, workable, and educationally effective levels in all situations. 11-3 TEACHER LOAD 11-3-1 Teaching load shall be defined as the number of separate class preparations that a teacher has per school day as delineated in the course description guide.

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