Stakeholder Input. A. Contracted LIDDA will appoint a stakeholder committee that will:
Stakeholder Input. The Consultant will coordinate with the City’s Representative to acquire a potential stakeholders list. Stakeholders will be invited to the community workshops and interviewed about key trails identified through community outreach meetings.
Stakeholder Input. The ESCI project team will conduct a multi-day site visit to the area for the purpose of conducting interviews with, and gathering information from, key personnel including: Elected or appointed officials group Fire department managers and other key staff Finance function managers Others as they may contribute to this project From these interviews, ESCI will obtain additional perspective on operational, economic, and policy issues facing the fire department and the governmental entities. In addition, the project team will learn more about availability of the requested data necessary to meet projected goals.
Stakeholder Input. It is anticipated that VisionFirst will conduct approximately 8-10 interviews while over two-business days (location dependent on CDC guidelines). The meetings can include a combination of facilitated group discussions or one-on- one interviews. The targeted audiences would include civic and community leadership, business leadership and workforce providers as well as partner organizations. VisionFirst will look closely at each of the entities that support business growth and look at barriers to success. Project components to include: • Eight to 10 confidential interviews over two business days. • Feedback will be documented, analyzed and studied to recognize trends and issues that support or impede success of the strategy. Prospect Tour & Marketing Review: Xxxxxx County will be asked to prepare a prospect tour of the community’s assets for VisionFirst. VisionFirst staff will evaluate the team, organizations, product, presentation and technical sales abilities of positioning the community to win competitive deals. This project component will also include a review of itinerary and information packet and other tools (i.e. digital, GIS, technology and devices used for presentation) used during the sales process. Project components to include: • A one- to two-hour community asset and site/building tour. • Deliverable: Best practices & recommendations for enhancements.
Stakeholder Input. A second issue discussed at the April 4, 2003 meeting is the use of stakeholders in determining food industry priorities, particularly the use of the Nominal Group Process. While it may be true that stakeholders are not all fluent in market oriented thinking, there are many trends and indications of market economy principles, of which key segments of the private sector (particularly in the food sector) are increasingly becoming aware and wish to take advantage (see attached article from the Xxxx Xxxx, Xxxxxxx 00, 0000, Xxxxx X). The overriding viewpoint of the LSU AgCenter in eliciting stakeholder participation is that it creates a sense of ownership, which leads to commitments on the part of the beneficiaries. In fact, as stated by the MTE Report on page 17, first paragraph, it is this very approach that led to the recorded success in the Food safety/HACCP training activity.
Stakeholder Input. Meetings and interviews with stakeholders to solicit information and input, and to impart education and awareness on governance structures and the process at hand. Stakeholders include Airport tenants, community members, employees, and other regional partners. It is anticipated that the following regional partners would be involved within the stakeholder outreach: four counties (Pennington, Meade, Xxxxxxxx and Xxxxxx) and up to five other airports (Spearfish, Sturgis, Custer, Hot Springs and Wall). A variety of methods are utilized to involve stakeholders, such as hosting meetings open to the public, direct interviews, online targeted surveys, and public hearings. Deliverable: Stakeholder report, including survey results and meeting summaries.
Stakeholder Input. Propose a methodology for engaging stakeholders including residents of single-family homes, multi-family units, and business owners. Prepare minutes, agendas, and reports of all meetings among the City and stakeholders for review and approval by the City’s Project Manager.
Stakeholder Input. The Commission and RSA value the input of their respective stakeholders and will seek the input of stakeholders such as the National Council of State Agencies for the Blind (NCSAB), the National Association of Blind Merchants (NABM), the Xxxxxxxx-Xxxxxxxx Vendors of America, and the CNAs—SourceAmerica and National Industries for the Blind—in assessing whether any modifications should be made to this MOU. Input will be sought from stakeholders in FY 2021 on an individual basis and shared between the Commission and RSA. This MOU will also be posted on the websites of both the Commission and RSA. The undersigned parties warrant that they have the requisite authority to sign this MOU. Signatures: January 19, 2021 Executive Director Date U.S. AbilityOne Commission Commissioner, RSA January 19, 2021
Stakeholder Input. After compiling findings from Task 1 and Task 2.1, we will conduct a more limited round of stakeholder engagement to share our findings and analysis and solicit input on the four governance structure scenarios. The engagement will seek to understand the range of authorities most palatable to stakeholders and understand how each scenario may interact with their authorities and powers. This round of engagement will include up to 20 small group meetings. In some instances, we may participate in regularly scheduled meetings, such as the monthly DPW and Planning Directors meetings.
Stakeholder Input. The Experiment: The Lucent Microelectronics Group will operate an environmental management system (EMS), third-party-certified to the Interna- tional Organization for Standardization’s (ISO) 14001, to manage environmental impacts for all media at all of the company’s facilities so as to achieve environmental performance superior to that required by its current permits. Specifically, this project will test whether use of a high-quality EMS will create a more efficient, more transparent, more easily understandable, and more flexible system that not only meets the requirements of existing stat- utes and regulations, but also achieves superior environmental performance. The project will use the unique strategy of integrating regulators into the EMS process to set environmental goals and to track performance. Also, as part of the EMS ap- proach, Lucent is gaining input from a facility-based Local Environmental Advisory Group (LEAG) com- posed of local stakeholders including environmen- tal organizations, community groups, employees, and other interested citizens. Ultimately, the Lucent project will identify over the five-year period whether and how a high-quality EMS can be the basis for an integrated approach, embodied in a single document, governing environmental manage- ment in all media at all Microelectronics facilities. The Microelectronics EMS is managed by the fol- lowing four main components, as presented in the flow chart below: • Identifying and determining the significance, or priority, of “environmental aspects,” those en- vironmentally related characteristics of the facility’s operations, products, and services (e.g., inputs such as raw materials, water, en- ergy, and chemicals; outputs such as products, emissions, discharges, and wastes); • Identifying environmental “objectives” that address the performance goals for all environ- mental aspects; • Identifying “targets,” the programs that define how the objectives will be achieved over time; and • Continually monitoring and measuring perfor- xxxxx of how well objectives are identified and targets implemented.
