Sentence examples for stakeholder ownership from inspiring English sources

This participative process facilitated stakeholder ownership in several areas including the design, development, and use of a new monitoring and evaluation system, as well their targeted results and accomplishments through the use of timely performance data gathered through ongoing monitoring and evaluation.

These performance criteria generally include the sensitivity, specificity, timeliness, representativeness, simplicity, flexibility, and stakeholder ownership of the system (CDC 2001; Drewe et al. 2012).

Additionally, in an effort to further increase transparency and accountability to civil society and other stakeholders, in December 2009 the Governing Board of the World Bank established a new policy of increasing access to information, in order to increase stakeholder ownership and influence over the financing operations of the World Bank [ 1].

As well, the analysis framework will be validated through a participative process by decision-makers and project collaborators, in order to ensure its pertinence [ 47] and to encourage stakeholders' ownership of the results and of the research steps [ 29].

We had two objectives in using a working group: to promote stakeholders' ownership of the evaluation instrument by involving them in its design, and to combine their informal knowledge of the evaluation context with scientific knowledge from the literature.

An educational change goes only so far as the stakeholders take ownership of it (Fullan, 1991, cited in Wall 1996).

In correspondence to the established functions of participation practices, Wiek and Iwaniec [58] describe several process-level functions of collective visioning activities: building capacity, empowering stakeholders, creating ownership, and developing accountability.

Conservation action requires that local stakeholders take ownership of initiatives aimed at studying the unique ecology of individual iguana species, and implementing tailored mitigation strategies that work best when socioeconomic and political considerations are addressed.

As a consequence, multiple stakeholders accepted ownership and then developed recommendations to improve care, cost, and outcomes by using "best available" evidence and expert opinion.

Strategies to ensure approval by the Cabinet and authorisation by the Prime Minister, development by the staff of the MoH and key stakeholders, and ownership by operational level facilities, have overcome the consequences of the political instability and the staff turnovers that have occurred.

We also acknowledge the limitations and challenges associated with stakeholder participation and ownership.