Stakeholder Analysis. Contractor shall conduct a stakeholder analysis in the form of discovery sessions with the Workforce Partners. The purpose of the stakeholder analysis deliverable is to help summarize the audiences that should be receiving planned communication, training, and outreach activities. Included in the scope below, the Contractor shall:
Stakeholder Analysis. The PUSH2HEAT Communication and Dissemination Strategy will be specifically aimed at reaching the target groups below. Key messages to communicate and value to be considered as key stakeholders has also been identified: Table 1: Preliminary stakeholder analysis Category Stakeholders Key messages and value Industrial plant owners and new investors Owners and operators of relevant industrial plants (food and beverage, paper, and chemical/pharmaceutical) - Provide comprehensive evidence on the advantages and impacts of the developed heat upgrade solutions - Main interested parties in fostering the uptake of heat upgrade solutions for more efficient, cleaner and cheaper operation of their plants. Potential new market entrants (investors): local businesses, SMEs, profit sector and finance, energy retailers and ESCOs - Potential investors willing to enter/extend their presence into the industrial sustainability field. Technology manufacturers platforms National associations, clusters, and platforms of technology manufacturers (HP manufacturers) - Technology developers will xxxxxx collaboration and integrate competences and expertise on breakthroughs contributing to promoting and extending the impact of industrial heat upgrade projects. - National associations are key multipliers for technology development and project progress. Academia and research Academia, RTOs, researchers, scientific community, and technical experts - Enable advancement in knowledge and further exploitation of project scientific results in future R&I initiatives, design of new specific R&D lines International sectoral platforms and initiatives Platforms from relevant industrial sectors (e.g paper, food, chemical) and other Key players from related H2020 and HEU projects - Promote knowledge sharing, engagement, new partnerships and complementarity with PUSH2HEAT - Boost outreach of a focused audience tacking similar challenges. - Enable the definition of a joint portfolio dissemination strategies - Enable the access to information and contribution to the EU and worldwide strategic agenda on industrial waste heat recovery and upgrade. Policy makers and public bodies/agencies Local, regional and EU authorities and other policymakers; policy advisors (e.g. institutes and public agencies) - Key decision makers that will design the new policies and regulatory framework affecting the market roll- out of heat upgrade projects and technologies. - They need to be engaged and informed on the latest pro...
Stakeholder Analysis. Stakeholder engagement is a planned process, aiming to build long-term relationships between a project and stakeholders. Through its steps and activities, it promotes meaningful contribution from all actors and promotes public/stakeholder ownership of the project’s outputs and outcomes. Furthermore, stakeholder engagement supports effectiveandlong-termresults,aswellastheoptimumuseofresources(Xxxxxxx,2000). Stakeholder identification and analysis is integral to the engagement planning process (IAP2, 2006), such as the activities requiring the participation of stakeholders in the EU- JAV. While it may be time consuming and sometimes complex, the time spent in thisinitial phase can reduce the risk of encountering obstacles that could have otherwise been anticipated. It may also highlight opportunities that serve to enhance the information and communication efforts. In addition, undertaking a stakeholder analysis can lead to a better understanding of those stakeholders who are less obvious, but have the potential to enhance or undermine the outcomes of the project. Stakeholder mapping in the EU-JAV aims at mapping the stakeholders involved in vaccination in all MS/partner countries, including existing networks and EU-funded or international projects.
Stakeholder Analysis benefits, costs, activities and connections Table 2 presents the results of stakeholder value analysis, based on interview notes, brainstorming, internal meetings, and expert consultations, with four dimensions outlining the characteristics of each stakeholder group: benefits, costs, activities, and connections. The table contains only those stakeholders that have a direct interest in the BOUNCE tool. The main benefits perceived by the stakeholders include: improving understanding on patients’ resilience being able to group and segment patients according to resilience level and risk customizing and personalizing health care and social services to enhance patients’ resilience and quality of life optimizing resource allocation, saving time and money reducing sick leave days advancing the research on well-being and quality of life of breast cancer patients increasing know-how on guiding, helping, and communicating with patients The main costs perceived by the stakeholders are additional time and effort put into familiarizing oneself with the new system/tool and collecting additional information from different sources integrating the tool into the current processes and systems the risk of false evaluation and prediction rearranging the patient process and changing current work protocols In the interviews, stakeholders reflected that collaboration and cooperation with other stakeholders is important when using the tool.
Stakeholder Analysis. With whom do we wish to communicate? (R)esponsible (A)ccountable (C)onsulted (I)nformed What do we wish to communic ate? Why do we wish to communicate with them? How do we wish to communicate with them? When do we wish to communicate with them? With what result? How will we measure success Clear, shared Project Team members R Project Objectives & Plan General Progress To improve and assure quality and timeliness of delivery of Project Project CMS Teleconfs Workpackage meetings Annual All-Staff Meetings Newsletter Articles placed in third-party publications At project outset Continuously throughout project At completion of project understanding of the project’s objectives, strategy and approach Effective and timely integration of outputs from different work- packages Timely delivery of project outputs which are accepted by EC Annual team attitude survey To ensure commitment of Consortium Members To maximize investment by organization in project To prepare for use of project outcomes Clear, shared Feedback at Project understanding Executive Consortium Member Organisations A Objectives & Plan General Progress Periodic progress as it Via Project Team Members Copies of reports to EC Project Website At project outset Regularly throughout project At completion of the project’s objectives, strategy and approach Strong support for own project Steering Committee Level Level of uptake of project affects of project members and outputs stakeholder for project beyond pilot overall sites With whom do we wish to communicate? (R)esponsible (A)ccountable (C)onsulted (I)nformed What do we wish to communic ate? Why do we wish to communicate with them? How do we wish to communicate with them? When do we wish to communicate with them? With what result? How will we measure success within the organisation To ensure Verbal reports At very outset of project Regularly during Year 1 Frequently during year 2 Continously during Year 3 At completion of project Timely and successful implementation of pilots Continuing support for and use of project outputs at the organization post-project Feedback from Pilot Organisations Commitment to continued use of project outputs beyond the end of the project. commitment via Pilot Project of Pilot Manager Objectives & Organisation Pilot progress Plan To maximize bulletins Periodic investment by Feedback from Pilot Organisations C progress as it affects organization in project consultative processes stakeholder To prepare for Newsletter General use o...
Stakeholder Analysis. The African fisheries and aquaculture sector is driven by the interests, needs and policies of a complex mosaic of public and non-public sector stakeholders. Stakeholders are distributed continentally, regionally, nationally and locally. At the continental level: Fisheries and aquaculture issues are dealt with and coordinated by AU-IBAR, the specialized technical office of African Union Commission, under the Department of Rural Economy and Agriculture (DREA), mandated to develop and coordinate the utilization of animal resources in Africa. Within the AUC, the Commissioner for Rural Economy and Agriculture, provides overall political leadership and initiate the development and promotion of continental policies, frameworks and programs that will contribute to agricultural transformation, rural development, and sustainable environment. AUC-DREA promotes intra-departmental coordination and provides support to implementation of policies, programmes and initiatives for Africa agriculture development. AU-IBAR provide overall leadership of the sector, steering it in a common direction within the framework of the PFRS and the African Fisheries Reform Mechanism (AFRM). The AFRM is an integral part of the PFRS that was endorsed by the Africa Heads of States and Governments in 2014. AUDA-NEPAD’s mandate includes coordination and execution of priority regional and continental projects to promote regional integration towards the accelerated realisation of Agenda 2063; to strengthen capacity of African Union Member States and regional bodies and to advance knowledge based advisory services.
Stakeholder Analysis. In order to acquire the deployment perspectives for the results gathered in frame of the project a stakeholder analysis will be carried out. It will focus on the opportunities and obstacles with regard to the project results in the participating cities and beyond. As a first step, all FORCE city cluster coordinators will be asked to provide organisation names, contact data and website links of relevant value chain stakeholders on local, national and international level engaged in the four waste streams. All contact data received will be treated strictly confidential and will not be used for any other purposes other than the intended (stakeholder analysis; invitations to business workshops). Based on this information tailored questionnaires will be designed taking different waste streams and stakeholder levels into consideration. Questionnaires will be sent either by mail or personalized e-mail. Answers and information gathered in frame of the survey will be evaluated anonymously. Within the stakeholder analysis report, compiled data and information will also be presented in a way which ensures anonymity of personal information. The stakeholder analysis (D.9.2) is confidential and only for internal use of the FORCE consortium members including the Commission Services. It will serve as a baseline and additional information for project partners to prepare their project results according to the needs and including insights gathered from external relevant stakeholders.
Stakeholder Analysis. More detailed research on the policy environment in the North Sea Port is being conducted through WP5 and will be used separately to inform later analysis. The insights in commonalities and potential transferability from this deliverable are expected to be a basis to guide further investigations including stakeholder analysis and to allow comparisons when designing and evaluating support mechanisms and business models.
Stakeholder Analysis. A stakeholder analysis was carried out at the consortium plenary in April 2014. The following were identified as priority stakeholder groups and a “Message Map” was created to understand how to communicate with these groups:
Stakeholder Analysis. With whom do (R)esponsible What do we wish to (A)ccountable we wish to communicate? (C)onsulted communic (I)nformed ate? Why do we wish to communicate with them? How do we wish to communicate with them? When do we wish to communicate with them? With what result? How will we measure success? Project Team members R Project Objectives & Plan General Progress To improve and assure quality and timeliness of delivery of Project Project CMS Teleconfs Workpackage meetings Annual All-Staff Meetings Newsletter Articles placed in third-party publications At project outset Continuously throughout project At completion of project Clear, shared understanding of the project’s objectives, strategy and approach Effective and timely integration of outputs from different work- packages Timely delivery of project outputs which are accepted by EC Annual team attitude survey Consortium Member Organisations A Project Objectives & Plan General Progress Periodic progress as it affects stakeholder To ensure commitment of Consortium Members To maximize investment by organization in project To prepare for use of project outcomes within the organisation Via Project Team Members Copies of reports to EC Project Website At project outset Regularly throughout project At completion of project Clear, shared understanding of the project’s objectives, strategy and approach Strong support for own project members and for project overall Feedback at Executive Steering Committee Level Level of uptake of project outputs beyond pilot sites
