Sentence examples for devolution of decision from inspiring English sources

This has been achieved through high levels of staff engagement as assessed in the annual staff survey and devolution of decision making throughout the organisation.

If devolution of decision making is not accompanied by guidance from the scientific community about what works, what doesn't work and how to evaluate programs, the benefits to local communities are unlikely to be realized.

Empowering civil actors through, for example, the devolution of decision making and responsibilities, and the redistribution of resources, helped to foster forms of legitimacy needed for emerging local and regional civil society organizations and networks.

"Throughout this parliament, we have been arguing for the devolution of decision making in a range of areas and for the integration of health and care services at the local level".

The N.Y.P.D.'s contingency planning now includes the devolution of decision-making, in an emergency, from One Police Plaza to eight borough command posts around the city.

But there is a bigger truth: that the most powerful part of England Londonon – has secured the greatest devolution of decision-making in England.

This points to some value in the devolution of decision-making power to local stakeholders where this can encourage pastoralists existing stewardship motivations.

Peer review does offer benefits to research-funding decision-makers in that it incorporates belief models integral to first world societies: the concepts of "healthy competition", "volunteerism", "free enterprise", and "democratic" devolution of decision-making to researchers.

In this case, however, the devolution of decision-making and the centralizing trend within the building sector have led building companies to become more dependent on information from sources other than the municipalities and local authorities.

This has been done through (1) delegation of management of health centres to community health associations since 1990 and (2) the devolution of decision-making power to locally elected governments since 2002.

Key features of the new organizational model are co-management of clinical portfolios (administrative and medical directors) and devolution of decision-making closer to the front line (i.e., matching authority to responsibility).