The precise requirements are specified in each relevant directive, but essentially Declarations of Conformity should include the following:
business name and full address of the manufacturer and, where appropriate, his authorised representative;
for machinery, the name and address of the person authorised to compile the technical file, who must be established in the Community;
description and identification of the product, which may including information on model, type, and serial number
a declaration as to which Directive(s) the product fulfils all relevant provisions
where appropriate, a reference to the harmonised standards used, and to which conformity is declared
where appropriate, the name, address and identification number of the notified body which carried out conformity assessment
the identity and signature of the person empowered to draw up the declaration on behalf of the manufacturer or his authorised representative
Declaration of Conformity - Work equipment and machinery - 0 views
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When must a Declaration of Conformity be provided? For most new products the Declaration of Conformity must accompany the product through the supply chain to the end user.
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This document should declare key information, including: the name and address of the organisation taking responsibility for the product a description of the product list which product safety Directives it complies with may include details of relevant standards used and be dated, and signed by a representative of the organisation placing it on the EU/EEA market.
WHO | Assessment tools - 0 views
UK Research and Development Roadmap - GOV.UK - 0 views
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Another underutilised lever is procurement, in which government and public service providers can act as an early adopter and first customer for new technologies and ways of working.
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Build on our innovation enabling infrastructure Innovation happens throughout the UK, but access to the right support and facilities is not consistently available. Wherever we have high-quality R&D infrastructure we need to take full advantage of this, by encouraging the creation of new innovation zones and clusters of innovative firms around existing infrastructure around the UK. We will consider the full range of levers in doing so, from direct funding, to business support, to government’s ability to convene different actors and promote new opportunities. We want to build on our Catapult Network’s existing performance, boosting the benefits the network brings to local economies and addressing major challenges such as net zero carbon emissions. We will review whether they should all continue in their current form, exploring the potential to seize new opportunities. We will consider the opportunities provided by PSREs and other publicly funded research institutes, including establishing how government can best drive innovation through these organisations, for example through proof of concept for innovations and better sharing of ideas. To support publicly funded research infrastructures to make the most of their innovations, we will establish a fund to invest in innovative public sector ideas and a new unit to scout for and develop these opportunities.
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Taking forward our National Data Strategy, we will improve the access to trusted data resources at local and regional levels to improve the availability of evidence at those levels to give local leaders what they need to build robust R&D ecosystems.
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Public-deliberation-in-the-use-of-health-and-care-data.pdf - 0 views
uk-data-governance-explainer.pdf - 0 views
Privacy not a blocker for 'meaningful' research access to platform data, says report | ... - 0 views
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The report, which the authors are aiming at European Commission lawmakers as they ponder how to shape an effective platform governance framework, proposes mandatory data sharing frameworks with an independent EU-institution acting as an intermediary between disclosing corporations and data recipients.
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“Such an institution would maintain relevant access infrastructures including virtual secure operating environments, public databases, websites and forums. It would also play an important role in verifying and pre-processing corporate data in order to ensure it is suitable for disclosure,” they write in a report summary.
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A market research purpose might only get access to very high level data, he suggests. Whereas medical research by academic institutions could be given more granular access — subject, of course, to strict requirements (such as a research plan, ethical board review approval and so on).
Every day, we rely on digital infrastructure built by volunteers. What happens when it ... - 0 views
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Free and public code grew in direct response to the perceived failings of expensive, proprietary commercial software. As a result, the heart of the problem with digital infrastructure is also part of what makes it so rich with potential: It is not centralized. There is no one person or entity deciding what’s needed and what’s not. There is also no one overseeing how digital infrastructure is implemented. And because the community of volunteers developing this infrastructure has a complicated relationship with what might be seen as a more traditional, or official, way of doing things, few digital infrastructure projects have a clear business model or source of revenue. Even projects that have grown to be used by millions of people tend to lack a cohesive structure and plan for sustaining the technology’s long-term development.
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We need to start by educating people who are in positions to provide support. Many of them—from start-up engineers to government officials—don’t know enough about how digital infrastructure functions and what it requires, or are under the perception that public software doesn’t need support.
Flexibility for Grantees Is Not Enough. Let Them Decide Where the Money Goes (Letter to... - 0 views
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To meaningfully support the nonprofit sector at this time, she argues that funders must transform their practices to be more flexible and less bureaucratic. She also says that they should offer unrestricted and easy access to grant money and provide long-term support.
How the Coronavirus Crisis May Upend Grant Making for Good - The Chronicle of Philanthropy - 0 views
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Our effort, known as Building Institutions and Networks, or Build, provides long-term, flexible funding and a deep sense of partnership with grantees, which leads to impressive outcomes for social-change organizations around the world. More than 80 percent of Build grantees report that because of Build support, their work is more effective, their networks and fields are stronger, and they have been better able to take advantage of strategic opportunities and counter external threats.
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Flexible funding requires foundations to be flexible in their own grant-making strategies — and to listen deeply to their nonprofit partners in developing strategy in the first place.
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For grant makers willing to take the leap, many funding colleagues can show you the way. The Trust-Based Philanthropy Project, Grantmakers for Effective Organizations, the Full Cost Project, and many others offer tools and resources for funders on how to make larger, longer, more flexible grants.
Actually, nonprofits don't spend enough money on overhead - Quartz - 0 views
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Successful organizations require financial systems, information technology, volunteer management and sustainable revenue streams. Part of the myth of the nonprofit world is that somehow righteousness will ultimately triumph over limited planning, crappy systems and a general scarcity of resources. But that is not the way the world works.
Why we're calling for a data collective - The Catalyst - 0 views
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We propose forming a data collective: a conscious, coordinated effort by a group of organisations with expertise in gathering and using data in the charity sector. We want to make sure that people in charities, on the front line and in leadership positions have access to the information they need, in a timely fashion, in the easiest possible format to understand, with the clearest possible analysis of what it means for them.
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"Social Economy Data Lab"
Clinical Service Accreditation - HQIP - 0 views
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CSA provides this quality improvement framework in three main ways: by supporting clinical services to develop new accreditation schemes by supporting existing clinical services accreditation schemes to attain professionally-led standards by demonstrating the impact of accreditation in achieving high quality clinical services
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HQIP (on behalf of the Clinical Service Accreditation Sponsor Gorup), BSI and the United Kingdom Accreditation Service (UKAS) share a common purpose in improving the quality of healthcare services through standards and accreditation.
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These resources provide professional bodies, CEOs, managers and clinical leaders with a framework for setting up and managing clinical accreditation schemes.
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CRA Authorisation - 0 views
