EXTERNAL STAKEHOLDERS Clause Samples

EXTERNAL STAKEHOLDERS. 12.1 The Parties agree to work together to identify External Stakeholders who are entitled to be consulted, will be directly affected by the Works or will be required to provide any form of agreement, consent or permission in respect of the Works (“External Stakeholders”). The Sponsor Body agrees to establish and maintain a register of such External Stakeholders to which the Corporate Officers may input (as set out in Schedule 6 (External Stakeholder Register)). 12.2 The Parties shall agree in the case of each External Stakeholder whether the management and communication should be coordinated between them or whether each Party will have its own independent relationship. 12.3 Where it is agreed that there ought to be a coordinated approach with a particular External Stakeholder, the Parties shall also agree which of them will own that relationship (the “Stakeholder Lead”). The Stakeholder Lead shall be accountable for managing the relationship with the relevant External Stakeholder after agreeing the approach with the other Parties. 12.4 Where it is agreed that there ought to be an independent relationship between a Party and an External Stakeholder, the Parties agree to liaise with one another as regularly as necessary, in order to share information about the management of that relationship and any issues arising that may be relevant to the other Parties.

EXTERNAL STAKEHOLDERS. Who will you consult? How will you consult? When will you consult? External consultation will not take place formally but this process will inform public views. 5 Assess necessity and proportionality Question Answer/comment Does the processing actually achieve your purpose? Yes Without undertaking this sort of exercise, Ofqual is unable to understand whether the public confidence objective is being achieved and maintained. Question Answer/comment Is there another way to achieve the same outcome? No Is the processing proportionate to the purposes you are seeking to achieve? Yes. Ofqual has considered carefully the level of data being processed for this initiative and considers that this is proportionate to meeting its objectives and performing its functions. If it is unable to perform this exercise, Ofqual will be unable to maintain and promote public confidence in regulated qualifications. 6 Identify and assess risks This section identifies actual or potential: —privacy risks to individuals —legal compliance risks, predominantly in relation to the General Data Protection Regulation (GDPR) Once relevant risks have been identified, potential solutions are identified and assessed at section 7. A summary of relevant privacy risks and solutions should then be recorded in the Ofqual’s privacy risks register. The privacy risks register should be updated as the project progresses. a. Privacy risk to individuals ▇. Legal compliance risks

EXTERNAL STAKEHOLDERS. 12.1 The Parties agree to work together to identify External Stakeholders who are entitled to be consulted, will be directly affected by the Works or will be required to provide any form of agreement, consent or permission in respect of the Works (“External Stakeholders”). The Sponsor Body agrees to establish and maintain a register of such External Stakeholders to which the Corporate Officers may input (as set out in Schedule 6 (External Stakeholder Register)). 12.2 The Parties shall agree in the case of each External Stakeholder whether the management and communication should be coordinated between them or whether each Party will have its own independent relationship. 12.3 Where it is agreed that there ought to be a coordinated approach with a particular External Stakeholder, the Parties shall also agree which of them will own that relationship (the “Stakeholder Lead”). The Stakeholder Lead shall be accountable for managing the relationship with the relevant External Stakeholder after agreeing the approach with the other Parties.

EXTERNAL STAKEHOLDERS. The findings reported in the following section stem from the desired features of the CultureLabs platform according to the perceptions of external stakeholders. Similarly to the previous section, qualitative insights that originated from semi-structured interviews have been used to describe the quantitative results from the survey. As explained before, a shorter version of the desirable features – condensing most of the options proposed to the internal stakeholders in one question – was included in the survey for Cultural Professionals and Others. This was done following the assumption that external stakeholders had less clear ideas of the potential capabilities of the CultureLabs platform due to not having participated in the numerous discussions among partners that preceded the administration of the surveys. For this reason, this group of respondents was asked to comment on more overarching features rather than on finer details. 6.2.2.1 Desired features Chart 8 aggregates the responses to the question: “Which of the following characteristics do you think are important for a digital platform [such as CultureLabs] to support?” in both the Cultural professionals and the Others surveys.

EXTERNAL STAKEHOLDERS. 3.1 When undertaking any Package Order the ODP must produce all documentation, presentations samples or models necessary to support any submission to any external Stakeholders, Statutory Undertakers or approval Authorities to whom the Authority has an obligation to consult or seek approval.

EXTERNAL STAKEHOLDERS. In this document, external stakeholders refer to the set of potential beneficiaries who are not part of the CultureLabs consortium. This group of people can be broadly divided into two subgroups: - Cultural Professionals, namely people working or involved in the GLAM sector or in various forms of cultural-based participatory activities; - Other professionals (“Others”), namely NGOs, public administrations, and other institutions involved in various ways with migrant or refugees communities. Similarly to the internal stakeholders, the external stakeholders' perspectives were very valuable for the identification of functional requirements. Because of the efforts produced at the recruitment stage, these participants have a considerable amount of experience in engagement practices for community of migrants. In fact, most of these professionals have worked towards overcoming important issues such as refugees and asylum seekers' integration and migrants participation in the arts and heritage sectors. As such, these respondents – which were not involved in any contractual way with the project – could bring important and unbiased (as not driven by any project-internal factor) insights about the kind of interactions that the CultureLabs platform should support.