Strategic Communications Sample Clauses

Strategic Communications. Scope of Strategic Communications. For the purposes of this Agreement, the term “Strategic Communications” is used to describe both the Strategic Communications function, the Government Affairs and Public Policy function of the CNA, and the Commission Government Affairs function. However, no hierarchical relationship is implied. The Government Affairs and Public Policy function may be referred to separately in this Agreement. The scope of Strategic Communications refers to AbilityOne Program-related activities.
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Strategic Communications. Scope of Strategic Communications. For the purposes of this Agreement, the term “Strategic Communications” is used to describe both the Strategic Communications function, the Government Affairs and Public Policy function of the CNA, and the Commission Government Affairs function. However, no hierarchical relationship is implied. The Government Affairs and Public Policy function may be referred to separately in this Agreement. The scope of Strategic Communications refers to AbilityOne Program-related activities. Within this scope, the CNA shall consider Strategic Communications to include Program- related communication activities conducted by other functions within the organizations including, but not limited to, business development meetings with federal customers at senior levels as described in this section. Regarding business development meetings: proprietary information unrelated to the AbilityOne Program will be redacted. Strategic Communications includes communications with key AbilityOne Program stakeholders in senior level positions and roles (e.g., CNA Board of Directors, CNA staff including CEO/all VP levels, and Directors, and CNA Senior Leaders in geographic or other structural positions who meet with military or civilian commanders, Federal Senior Executive Service, Executive Leaders, Flag Officers, Political Appointees, including the Executive Branch/Administration) as well as the scope and nature of the meeting (e.g., discussions on policy, budget or advocacy, MOA/MOUs related to the AbilityOne Program, and program/project plans/initiatives or other AbilityOne Program matters, as identified by the Commission). Within Strategic Communications, the following six (6) elements shall be considered minimum elements for the purposes of the Quality Assurance Surveillance Plan (QASP). Each of these minimum elements will be rated based on the regularly recurring deliverables listed below. Deliverables not provided on a regular recurring basis, and not part of the other minimum elements will be rated as part of the Public Relations minimum elements otherwise determined by the Commission.
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Strategic Communications. Except as related to tribal involvement in Section 6.7, Metro will lead the social media strategy, manage newsletters, provide coordination of public engagement with the Working Groups, and create materials needed for funding requests, among other things. Metro will closely coordinate this work with the TAC and with communications staff of each party.
Sample 1
Strategic Communications. Developing communication plans and messaging frameworks to effectively convey brand values, key messages, and campaigns to target audiences.
Sample 1
Strategic Communications. The SSF interim management team will have developed and initiated a broad strategic communications plan ahead of SP inception. This will cover engagement of key Somalia interested groups, covering government, civil society and the private sector. The strategy and initial engagement will also address the need to sensitise potential applicant groups to the existence of the fund and broadly articulate its scope and criteria for application. The SP will develop a strategic communications strategy in coordination with the SO during inception to build on the initial engagement above; this may include the development of marketing collateral. The SP will develop and maintain an SSF website on behalf of the SO for reasons of transparency and accountability, knowledge management, SSF promotion and donor coordination. The cost of this facility should be included in the SP’s response to this tender. At a minimum this should include: An online application portal and supporting documentation Details of all applications to the fund and details of all funding decisions Details of all press releases and media events, JDC/AB meetings, including relevant minutes and reports. A knowledge management section, with online access to key documents and lesson leaned Links to external resources, including additional lines of analysis and monitoring The SP will perform a knowledge management function on behalf of the SO, ensuring the accurate recording, management and access rights are applied to relevant SSF information and learning. The SP should articulate its approach to knowledge management in this regard. The SP should articulate its approach to strategic communications with regards to effective fund management, managing stakeholder relationships and project outcomes in fragile environments.
Sample 1
Strategic Communications. A strategic approach to communications during complex emergencies is expected by communities. Strategic communications should be incorporated and integrated through readiness, response, relief and recovery. A lack of coordination between agencies involved in a response can result in confusing and contradictory public information and warnings which can erode communities’ trust in respective agencies. Control agencies are to ensure that they liaise with relevant stakeholder and support agencies, utilising an Emergency Management Team (EMT) where appropriate, that includes regular and timely information sharing with the SRC. The Emergency Management Joint Public Information Committee (EMJPIC), Regional Joint Public Information Committee (RJPIC) and Incident Joint Public Information Committee (IJPIC) are mechanisms to help support strategic communications during complex emergencies. The Public Information Officer (XXX) is the individual responsible for the provision of information to the community affected by the emergency. They manage and lead the Public Information Section which may be at an Incident Control Centre, Regional Control Centre,the State Control Centre or agency emergency management facility. The PIO’s role includes engaging key stakeholders before, during and after and emergency. This is to ensure that the provision of information to the community is co-ordinated at local, regional and state levels. The State Control Centre Public Information Communications Officer supports the strategic communication direction for Class 1, 2 and 3 emergencies, fulfilling the Emergency Management Commissioner’s legislative responsibilities through readiness, response to relief and early recovery on behalf of the State. In the event of multiple types of incidents within relative proximity and which involve more than one control agency issuing warnings, the relevant Controller is responsible for ensuring that warnings are co-ordinated. Dependent on the incident and its severity and scale, the coordination will occur at either the incident, regional/area of operations or state level. A measure of coordination for the management of warnings issued must also be maintained within each agency.
Sample 1

Related to Strategic Communications

  • PUBLIC COMMUNICATION Neither the Contractor nor any of its Staff shall make any statement to the press or issue through any media of communication any statement bearing on the Services performed or data collected under this Agreement, without the prior written approval of OSC.

  • Board Member Use of Electronic Communications For purposes of this section, electronic communications includes, without limitation, electronic mail, electronic chat, instant messaging, texting, and any form of social networking. Electronic communications among a majority or more of a Board-quorum shall not be used for the purpose of discussing District business. Electronic communications among Board members shall be limited to:

  • Union Communications (a) The Employer will provide a bulletin board for the exclusive use of the Union. The sites will be determined by mutual agreement. The use of the bulletin boards is restricted to the affairs of the Union.

  • Routine Communications All routine communications related to the Contract shall be sent to the Department’s Contract Manager. If any of the Contractor’s contract information changes during the life of the Contract, the Contractor shall notify the Department’s Contract Manager; such updates do not necessitate a formal amendment to the Contract. Communications relating to a Customer contract or purchase order should be addressed to the contact person identified in the contract or purchase order. Routine communications may be my email, regular mail, or telephone.

  • TELEPHONE COMMUNICATIONS Both parties may communicate by telephone, but it is agreed that no instructions that require action will be left on any messaging service since neither party can guarantee that they will be received or actioned. Telephone conversations may be recorded by Us for training or monitoring purposes.

  • When Must Electronic Communications Be Retained? Email that qualifies under FOIA as a public record will need to be stored pursuant to the Local Records Act, only if it is evidence of the District's organization, function, policies, procedures, or activities or contains informational data appropriate for preservation (Local Records Act, 50 ILCS 205/). An example is any email from a Board officer concerning a decision made in his or her capacity as an officer. If a Board member uses his or her personal email, he or she must copy this type of email to the appropriate District office where it will be stored. If made available, Board members should use their email accounts provided by the District and the District will automatically store the official record messages. The District will delete these official record messages as provided in an applicable, approved retention schedule. Of course, email pertaining to public business that is sent or received by a Board Member using a District-issued device or email address will be subject to FOIA, even if the email does not need to be retained under the Local Records Act.

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