Stakeholder Management. Liaise, negotiate and work collaboratively with stakeholders as necessary, including other Contracting Authorities, other statutory bodies (e.g. Planning Authorities, 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 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. Liaise, negotiate and work collaboratively with stakeholders, 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 collaboratively with communities, residents and local authorities to establish 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 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. As mentioned above the CRG is comprised of one representative from each jurisdiction and is co– chaired by a member of the Australian Government and a member from one of the participating state or territory governments (currently NSW). The campaign’s strategic direction has been and will continue to be based on formative, developmental and evaluation research, and in partnership with the CRG via regular teleconferences and face-to-face meetings. A Commonwealth stakeholder management and engagement strategy will be developed to re– engage stakeholders through briefing on the campaign evaluation and to generate further campaign activity. Table 8.1. Stakeholder management strategy Stakeholder Their views Department’s strengths in managing these views Department’s vulnerabilities Australian Chronic Disease Prevention Alliance (ACDPA). This is a group of leading Australian non-government health organisations including: Diabetes Australia, Kidney Health Australia, National Heart Foundation of Australia, National Stroke Foundation and The Cancer Council Australia. The ACDPA works together in primary prevention of chronic disease, initially by addressing shared risk factors of nutrition and physical activity. The Alliance may contribute to the development of evidence- based recommendations and initiatives that will contribute to chronic disease prevention, and will provide leadership and a strong, unified voice for chronic disease prevention. It works with key Government Departments and non- government organisations around Australia, as well as supporting and complimenting activities of each of the member organisation. It is not intended that ACDPA develop a public profile. The stakeholder’s views are consistent with the Government’s on this measure, although individual members want the measure to provide more detail on their area of specific interest (e.g. kidney disease). There has been no officially shared commitments such as media releases, although members of the ACDPA put out media releases supporting the campaign at its launch. There are no publicly held sentiments contrary to the Government’s view. The waist circumference measurements used in this campaign are based on recommendations by the World Health Organization and the National Health and Medical Research Council. Other non-government campaigns have ‘rounded up’ these figures or used those relevant to a specific chronic disease e.g. type II diabetes. The ACDPA have three key public health messages th...
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
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. 2.1 Develop and maintain effective working relationships with stakeholders.
Stakeholder Management. 3.6.1 Stakeholder engagement and management approach and plan Stakeholder communications through a range of channels and at all levels is an essential component of our GDE FF programme and the change management process, recognising the importance of taking everyone along the journey of change and therefore maximising its impact and success. Through effective multi-directional engagement, led by our Chief Information Officer and supported by the Trust’s communications team, we will ensure that the GDE FF both aligns with local, regional and national drivers, and has maximum effectiveness in its implementation. Approach Informatics engagement through the organisation and beyond is critical to enabling the transformation that digital will deliver. Clear leadership and ownership of stakeholder management will ensure effective communications that are fit-for-purpose for each stakeholder group. As such, all Trust wide and external communications will be led by the Chief Information Officer for the GDE FF programme. All communications will be submitted to the GDE Programme Board for approval prior to distribution. Effective communication strategies will be supported by: Chief Clinical Information Officer – this current part-time role will be expanded to a full-time position prior to project start, ensuring appropriate clinical leadership and engagement across the clinical community. Chief Nursing Information Officer – this role is currently being recruited and is expected to be in place by March 2018. The CNIO will lead transformation within the Nursing and Allied Health Professional Teams. Communications Team – this central team, comprising 3 experienced professionals, provides an integrated service to ensure excellent public relations so that patients, local people and health partners all have complete knowledge, understanding and confidence in our services, and the transformation of care within the NHS. Additional resource has been identified as part of the programme. Our communications approach for the GDE FF programme aligns directly with our communication strategies at a corporate level. That is, identifying and implementing marketing campaigns that can drive behavioural change across the organisation and community to feed into the wider aims of the healthcare economy; whilst at the same time, learning from engagement with the stakeholder community to continually improve the services we are providing and ensure they are fit-for-purpose and meet the ne...
Stakeholder Management. The Supplier shall undertake active internal and external stakeholder management throughout the lifetime of each Call Off Contract. The following list provides examples of the types of internal stakeholders involved in a Call Off Contract under this Framework Agreement: Estates/Facilities Finance Legal Commercial/Procurement Environment Fire The following list provides examples of the types of external stakeholders involved in a Call Off Contract under this Framework Agreement: Councils Environment Agency Utility Companies Professional Consultants Developers Other building occupiers
