Stakeholder involvement

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  • The Institute of Medicine convened the Clinical Research Roundtable (CRR) in early 2000 to provide a forum for stakeholders to discuss approaches to resolving both acute and long-term issues affecting the Clinical Research Enterprise. It strives to enhance mutual understanding of clinical research between the scientific community and the general public, while improving the public’s understanding of and participation in clinical studies.

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  • Financial accountancy (or financial accounting) is the field of accountancy concerned with the preparation of financial statements for decision makers, such as stockholders, suppliers, banks, employees, government agencies, owners and other stakeholders. Financial capital maintenance can be measured in either nominal monetary units or units of constant purchasing power. The central need for financial accounting is to reduce the various principal-agent problems, by measuring and monitoring the agents' performance and thereafter reporting the results to interested users.

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  • Hence, tourism marketing should not only be regarded as a tool for attracting more visitors to a region, as it has been the case for most destinations. Instead, tourism marketing should operate as a mechanism to facilitate regional development objectives and to rationalise the provision of tourism in order to ensure that the strategic objectives of destinations are achieved. Tourism marketing should also ensure equitable returns-on-resources-utilised for the production and delivery of tourism products, as well as the regeneration of these resources.

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  • The MA, which focused on ecosystem change and the impacts of such change on human well-being, included a set of sub-global assessments at multiple spatial scales, in addition to the global assessment. This was one of the innovations of the MA compared to other international assessments, which usually focus on global or regional scales alone. The global and sub-global assessments analyzed ecosystem services and human wellbeing from different perspectives and with different stakeholders involved.

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  • Why do requirements matter? Experience has shown that insufficient attention is paid to requirements. The price paid for this lack of focus and applied practices is systems that don't meet customer needs; take longer to develop than planned; and cost more than customers are willing to pay. Are we ready to change? Are you willing to spend some time and effort involved in practical exercises to experience how better requirements should evolve? If yes, commit to digesting the counsel of two experienced practitioners and to changing current practices to ones that will produce better results....

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  • Two hundred years ago, Lewis and Clark led their “Corps of Discovery” on an unprecedented expedition to explore the vast dimensions of the nation’s longest and largest river basin—the Missouri. Their central charge was to seek a water route to the Pacific Ocean to support commerce and development. Since those early days, the Missouri River and its tributaries have occupied a unique place in United States history.

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  • “Creating value through values” is the credo of today’s management accountant. It means that management accountants should maintain an unwavering commitment to ethical values while using their knowledge and skills to influence decisions that create value for organizational stakeholders. These skills include managing risks and implementing strategy through planning, budgeting and forecasting, and decision support. Management accountants are strategic business partners who understand the financial and operational sides of the business.

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  • Destinations are some of the most difficult entities to manage and market, due to the complexity of the relationships of local stakeholders (Sautter and Leisen,1999). Managing and marketing destinations is also challenging because of the variety of stakeholders involved in the development and production of tourism products. The destination experience is essentially comprised of regions, resources and amalgams of tourism facilities and services, which often do not belong to individuals.

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  • MSC’s intention is that this guidance is easy to understand and practical. The MSC intends it to be a useful tool for potential certification clients, helping you to clearly and simply describe: o The actions your organisation will implement to enable your fishery to pass the MSC standard. o The people, other organisations or stakeholders involved in the project and their responsibilities. o The resources required. o The timescales and specific milestones that will help you measure progress towards your goals.

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  • Of course, measuring culture exactly is not possible. The gap analysis always contains subjective elements rather than quantifiable, neutrally measurable evaluations. Therefore, the tool serves as a proxy to become sensitized towards cultural differences. How big is the culture gap between myself as the project manager, for instance, and my customer? This is also called “cultural distance”. The gap analysis provides the management team of the international project with valuable input for the stakeholder management process.

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  • During Subaru’s 14-year history with the gay and lesbian communities, the company has cultivated an unwavering, authentic relationship with key external stakeholders. While Ford Motor Company has also partnered with the gay and lesbian communities for over a decade, its track record is troubled. Ford was entangled in a 2005-06 battle over gay advertising with two opposing stakeholders: the conservative American Family Association (AFA) and numerous gay organizations.

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  • The Thematic Strategy was published in late 2005 and constitutes an important step in a series of initiatives that have contributed to the development of Europe’s policy on the urban environment. Given the diversity of urban areas and existing national, regional and local circumstances the Strategy does not dictate the solutions that cities should adopt as it would be impossible to propose a "one size fits all" approach.

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  • This definition captures the spirit of the concept as originally proposed by the World Commission on Environment and Development, and recognizes that economic development must meet the needs of a business enterprise and its stakeholders. The latter include shareholders, lenders, customers, employees, suppliers and communities who are affected by the organization’s activities. It also highlights business’s dependence on human and natural resources, in addition to physical and financial capital.

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  • These contracts are themselves relatively recent inventions in Belgium’s media policy process (Coppens and Saeys 2006). Prior to their creation in 1997, a license-fee system was used. Critics claimed that this left public service broadcasters both underfunded and unaccountable. Since the implementation of these contracts, audience shares have increased for public service broadcasters (De Bens 2004; d’Haenens and Saeys 2001).

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  • Context of childhood sexual violence: The three most common perpetrators of sexual violence experienced by females prior to age 18 were strangers, neighbours, and dating partners. Nearly two-thirds of these females reported that at least one incident of sexual violence involved a perpetrator who was 10 or more years older. About one-half of males 13 to 24 years of age reported that at least one of their incidents of childhood sexual violence was perpetrated by someone older.

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  • The dissertation aimed to analyze the activities of the stakeholders involved in the pineapple value chain in Tien Giang province and analyze the VAT, VAT distribution between the stakeholders who are in the pineapple value chain as well as detect the bottlenecks that need to improve in order to enhance the economic value of the chain, through which proposed a number of solutions to improve the income of poor households who have been planting pineapples in Tien Giang province.

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  • A properly planned project addressing the real needs of the beneficiaries cannot be achieved without an analysis of the existing situation. However, the existing situation is likely to be perceived in different ways by different groups of stakeholders. Thus it is important to bring together representatives of all key stakeholders in the Analysis Phase. This is usually done in a workshop environment where problems and issues are discussed openly. There are three stages to the Analysis Phase: Problem Analysis; Analysis of Objectives; Strategy Analysis....

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  • Chapter 9 - Influencing the political environment. The purpose of this chapter is: Understanding the arguments for and against business participation in the political process, knowing the types of corporate political strategies and the influences on an organization’s development of a particular strategy, assessing the tactics businesses can use to be involved in the political process, examining the role of the public affairs department and its staff, recognizing the challenges business faces in managing business–government relations in different countries.

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  • While many programmes in the review had the potential to integrate chronic disease prevention, few did; therefore efforts could be directed towards better integration of chronic disease prevention programmes to minimize duplication and optimize resources. Programmes require sustained long-term resources to facilitate comprehensive evaluation that will ascertain if long-term impact such as sustained normal weight is maintained.

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  • Accepted Practices Exchange (APEX) - an initiative of the Convention Industry Council. The mission of APEX is "To spearhead an industry-wide initiative that brings together all stakeholders in the development and implementation of industrywide accepted practices which create and enhance efficiencies throughout the meetings, conventions and exhibitions industry.

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