Stakeholder Management. Liaise, negotiate and work collaboratively with stakeholders as necessary, including other Contracting Authorities, other statutory bodies (e.g. Highways Authorities, Environment Agency, DEFRA etc.), NGO’s, utilities, other Participating Authorities and consultants on all matters related to production of physical, social, environmental, or economic plans and studies and infrastructure related to development and regeneration issues; Work with communities, residents and local authorities to establish a shared vision and objectives for Projects; Liaise with enforcing authorities where necessary e.g. Health and Safety Executive, Local Authority Environmental Health departments and Fire and Rescue Services.
Stakeholder Management. Disaster recovery shall contain, but not limited to, the items listed in EXHIBIT 21, EXHIBIT 21, Prime Technical Requirements and EXHIBIT 23, REGION TECHNICAL REQUIREMNTS. Contractor shall provide the Disaster Recovery Plan within 30 calendar days after award or a mutually agreed upon date for CA 9-1-1 Branch to review and approve.
Stakeholder Management. The ICF Team will maintain a working relationship with all key stakeholders through regularly scheduled conference calls, emails, or other correspondence. The ICF Team will host and facilitate periodic stakeholder meetings to ensure the goals of the project are met and that training providers are adequately onboarded. We will
Stakeholder Management. 5.1. At the direction of the CEO support the development and maintenance of positive and effective relationships with internal and external stakeholders
5.2. National Stakeholders
5.3. Stakeholders include but are not limited to the Board, Co-ordinators, STARTTS staff, clients and government ministers and their officers, members of parliament, state and federal government departments, philanthropic organisations, sector representatives, advisory panels and at times the media (in conjunction with PAC)
5.4. At the direction of the CEO Manage stakeholder relationships with international stakeholders pertinent to the CEO’s role as the President of International Rehabilitation Council for Victims of Torture (IRCT)
Stakeholder Management. The GDE programme is based on the principle of collaboration. The diversity of this collaboration far exceeds anything that we have previously undertaken in the health informatics space at UHBristol yet pulls together strands and relationships that we already have in place. We must collaborate effectively within the programme to build and embed the digital capabilities that will, in turn, help us to collaborate and share at scale in our real line of business: the delivery of health and care to the population of Bristol. The terms ‘stakeholder engagement’ and ‘clinical engagement’ have become euphemistic in health informatics circles thanks to their common use but frequent failure. UHBristol’s CSIP programme has already experienced difficulties with the cycle of engagement in these areas, with the main adverse impacts being lack of knowledge and understanding amongst our users about what we’re doing, why we’re doing it, how they use the new tools and techniques, and even where they go to get help. The result of these lessons is a robust governance approach that includes engagement within its terms of reference and a clear plan of how engagement will be achieved, who needs to be engaged, and who will be responsible for doing it. We are currently remapping our stakeholder groups and associated members to support a refreshed engagement ‘push’ at the outset of the GDE activity. Key to this will be harnessing our funded CCIO team and their clinical networks to engage and collaborate widely across the clinical user base, promoting clinical champions and offering colleagues the opportunity for formal accreditation if required. This group will provide the ‘power-house’ for adoption and change across the Trust; exemplars within their own clinical communities and networks. UHBristol is an active member of the National CIO and CCIO forums, which are the most active focal points for best practice and networking within the health informatics and digital leadership sector. Our CCIO team participates in the regional CCIO network sponsored by the West of England Academic Health and Science Network, and both CIO and CCIOs are regular contributors to the South West Regional Digital Leaders Forum. Through the Connecting Care partnership we also participate in the INTERopen group and a number of national initiatives for the development of digital delivery and professional leadership. Our CSIP Business Change Team continues its systematic progress through the Trust, cataloguing...
Stakeholder Management. 2.1 Develop and maintain effective working relationships with stakeholders.
2.2 In liaison with Area Director, Infrastructure Development, liaises with key stakeholders, consultants and government agency representatives to undertake the program in the most effective manner.
2.3 Participates in relevant project control groups and provide accurate and timely reports on progress.
Stakeholder Management. “Retain and where possible improve support for the Xxxxxxxxxxx Connection (BBC) Project”: - Issue 1: keeping the Scheur River open to shipping in relation to the Work - Issue 2: keeping the underlying road network accessible between exit 13 and exit 15 of the A15 - Issue 3: coordinating the Work in relation to activities performed in the context of the region’s Quality Programme 4 The assessment scores range from 10 to 2. Each assessment score awarded by the assessment team is a team result agreed by consensus and is not an average of individual scores. In terms of the risks, the Contracting Authority, with due consideration to all of the conditions and points of attention specified in this schedule, assigns a rating to each risk for the extent to which the strategic approach and risk management measures contribute to minimising the relevant risk. In terms of the opportunity, the Contracting Authority, with due consideration to all of the conditions and points of attention specified in this schedule, assigns a rating for the extent to which the opportunity contributes to the ‘Client Objectives’. The ‘Client Objectives’ are listed in the last column of the MEAT Table in schedule 7. The ratings are defined as follows: 10 Excellent (much significant added value) 100 9 Very good (significant added value) 75 8 Good (more than sufficient to significant added value) 50 7 Satisfactory (sufficient added value) 25 6 Neutral (no or little added value) 0 5 Unsatisfactory (partially insufficient/adverse/dangerous) - 25 4 Less than unsatisfactory (more than insufficient/adverse/dangerous) - 50 3 Poor (highly insufficient/adverse/dangerous) - 75 2 Very poor (extremely insufficient/adverse/dangerous) - 100 An assessment score of lower than 6 is possible for example if a solution offered fails to comply with the current state of the art or knowledge, and the Tenderer consequently offers an obsolete product or method while better alternatives are available. Granting an assessment score lower than 6 can also be justified if: - A method offered by the Tenderer entails risks that are difficult to control - What has been requested within the context of the MEAT assessment has not been addressed or has been addressed insufficiently. The following criteria are applied when assessing which tenderer has submitted the most economically advantageous tender with the best price-quality ratio:
Stakeholder Management. Contractor shall manage stakeholder which includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, and developing strategies for engaging stakeholders in project decisions and execution.
Stakeholder Management. The NCU will support the objectives of Outcome 9 and the LGTAS. It will establish Focus Groups representative of critical delivery partners in each of the seven output areas. The Delivery Agreement may be entirely coordinated via the NCU, or in close liaison with an inter‐departmental team. National and provincial governments have clear Constitutional responsibilities to support and monitor the performance of municipalities. In this regard strengthening the capability and capacity of municipalities is an obligation. As noted briefly in Section 4.7.1 above and elaborated upon here, the Constitutional and legislative capacity‐building imperatives are: … support and strengthen the capacity of municipalities to manage their own affairs, to exercise their powers and to perform their functions”. Constitution, 1996 National and provincial government, by legislative and other measures “… promote the development of local government capacity to enable municipalities to perform their functions and manage their own affairs”. Constitution, 1996 Provincial government, by legislative and other measures Build “… the capacity of local municipalities in its area to perform their functions and exercise their powers where such capacity is lacking”. Local Government: Municipal Structures Act, 1998 Each district Municipality “… a municipality must develop its human resource capacity to a level that enables it to perform its functions and exercise its powers in an economical, effective, efficient and accountable way, and for this purpose must comply with the Skills Development Act, 1998 (Act 81 of 1998), and the Local Government: Municipal Systems Act, 2000 Each district Municipality Skills Development Levies Act, 1999 (Act 9 of 1999)”. “All spheres of government and all organs of state within each sphere” must, amongst other things, “secure the well‐being of the people of the Republic; provide effective, transparent, accountable and coherent government for the Republic as a whole and cooperate with one another in mutual trust and good faith by fostering friendly relations and … assisting and supporting one another…” Constitution, 1996 Each municipality Each “administration in every sphere of government, organs of state, and public enterprises must adhere to the basic values and principles governing public administration” Constitution, 1996 All spheres of government The Constitution requires the national government and provincial governments, by legislative and other measures, t...
Stakeholder Management. The Service Provider must: • Liaise with City of Sydney’s Major Events and Festivals team across all aspects of the event planning and delivery; • Work with the City’s marketing and communications team to ensure effective promotion and engagement for the event; • Be prepared to engage and consult with the City’s Aboriginal and Xxxxxx Xxxxxx Islander Advisory Panel; • Be prepared to engage and consult with the Metropolitan Local Aboriginal Land Council on the development of the NAIDOC in the City program and incorporate feedback as directed by the City; • Be prepared to engage and consult with local community groups to confirm the event date aligns with other NAIDOC Week activities; and • Identify and engage with relevant community organisations, cultural institutions, groups and other stakeholders who will add significance and value to the event through their inclusion.
