Annual Engagement Plan. Good engagement is one of the key principles in the Partnership Code, underpinning the other principles of: Leadership; Purpose;
Annual Engagement Plan. 15.1 The Department and the College will agree an engagement plan before the start of each Departmental financial year. The Annual Engagement Plan (Annex 2) will set out the timing and nature of engagement between the College and the Department. The engagement plan will be specific to the College and should not stray into operational oversight.
15.2 Engagement between the Department’s Lead Official and all relevant policy areas within the Department and the College will be centred on partnership working, understanding of shared risks and working together on business developments that align with policy objectives.
15.3 In line with the 1997 Order and relevant guidance1, the College will work in collaboration and partnership with the Department to prepare a Corporate Plan for further education colleges in Northern Ireland, The Corporate Plan is 1 Guidance issued by TEO on NICS Work Programme which includes guidance on business planning for an outcomes-based PfG/ODP supported by college business plans (CDPs) which should be read in conjunction with this Partnership Agreement. There should be good high level strategic alignment between the Department’s vision and strategies, the Executive’s PfG Outcomes and the College plans. Once approved by the Department, it will be the GB of the College that primarily holds the Principal/Chief Executive to account for delivery and performance. The Department will engage with the College on areas of strategic interest, linking Departmental policy and the College delivery of policy intent.
15.4 The FE Sector Corporate Plan will be approved by the Minister. CDPs will be approved by the Director of FE.
15.5 The Principal/Chief Executive shall take the initiative in informing the Department of changes in external conditions, which make the achievement of objectives more or less difficult, or which may require a change to the budget or objectives as set out in the FE Sector Corporate Plan and CDP.
Annual Engagement Plan. 15.1 The Department and the College will agree an engagement plan before the start of each Departmental financial year. The Annual Engagement Plan (Annex 2) will set out the timing and nature of engagement between the College and the Department. The engagement plan will be specific to the College and should not stray into operational oversight.
15.2 Engagement between the Department’s Lead Official and all relevant policy areas within the Department and the College will be centred on partnership working, understanding of shared risks and working together on business developments that align with policy objectives.
15.3 In line with the 1997 Order and relevant guidance 1 , the College will work in collaboration and partnership with the Department to prepare a Corporate Plan for further education colleges in Northern Ireland, The Corporate Plan is supported by college business plans (CDPs) which should be read in conjunction with this Partnership Agreement. There should be good high level strategic alignment between the Department’s vision and strategies, the Executive’s PfG Outcomes and the College plans. Once approved by the Department, it will be the GB of the College that primarily holds the Principal/Chief Executive to account for delivery and performance. The Department will engage with the College on areas of strategic interest, linking Departmental policy and the College delivery of policy intent.
1 Guidance issued by TEO on NICS Work Programme which includes guidance on business planning for an outcomes-based PfG/ODP
15.4 The FE Sector Corporate Plan will be approved by the Minister. CDPs will be approved by the Director of FE.
15.5 The Principal/Chief Executive shall take the initiative in informing the Department of changes in external conditions, which make the achievement of objectives more or less difficult, or which may require a change to the budget or objectives as set out in the FE Sector Corporate Plan and CDP.
15.6 The Annual Engagement Plan will also reference the agreed management and financial information (outside of ad hoc Departmental/DoF returns) to be shared over the course of a year. The aim will be to ensure clear understanding of why information is necessary and how it will be used and, where possible, avoid unrealistic or unreasonable requests and deadlines. Where the same, or similar information is required for internal governance, information requirements will try to be aligned so that a single report can be used for both purp...
Annual Engagement Plan. 10.1 XXX and the HIARB will agree an engagement plan before the start of each business year. The Annual Engagement Plan (Annex 2) will set out the timing and nature of engagement between the HIARB and TEO. The engagement plan will be specific to the HIARB and should not stray into operational oversight.
10.2 Engagement between the TEO’s lead official/their teams and the HIARB will be centred on partnership working, understanding of shared risks and working together on business developments that align with policy objectives.
10.3 In line with relevant guidance, the HIARB will work in collaboration and partnership with XXX to prepare business plans. There should be good high level strategic alignment between TEO and the HIARB and where necessary the Northern Ireland Courts and Tribunals Service (NICTS). Once approved it will be the Management Board of the HIARB that primarily holds the Secretary to account for delivery and performance. XXX will engage with the HIARB on areas of strategic interest, linking TEO policy and the HIARB delivery of policy intent. Given the specific roles for DoJ set out in Schedule 1 of the Act, there may be a requirement to engage with appropriate DoJ representatives as part of the Engagement Plan development.
10.4 The Annual Engagement Plan will also reference the agreed management and financial information to be shared over the course of a year. The aim will be to ensure clear understanding of why information is necessary and how it will be used. Where the same, or similar information is required for internal governance information requirements will be aligned so that a single report can be used for both purposes. This is particularly relevant given the specific funding arrangements undertaken between XXX and DoJ set out in paragraph 10 Schedule 1 of the Act and there may be a requirement to engage with appropriate DoJ representatives. In addition, the engagement plan should consider opportunities for learning and development, growth and actions which could help achieve better outcomes.
Annual Engagement Plan.
12.1 The Department and TNI will agree an engagement plan before the start of each business year. The Annual Engagement Plan (Annex 2) will set out the timing and nature of engagement between TNI and the Department. The engagement plan will be specific to TNI and should not stray into operational oversight.
12.2 Engagement between the Department’s lead official, their teams and TNI will be centred on partnership working, understanding of shared risks, and working together on business developments that align with policy objectives.
12.3 In line with relevant guidance1, TNI will work in collaboration and partnership with the Department to prepare corporate and business plans. Once approved by the Board, TNI will formally submit it to the Department for approval. There should be clear, high level strategic alignment between departmental and TNI plans, including DfE’s developing ‘Tourism Strategy for Northern Ireland’. Indeed, TNI’s corporate and business plans are the vehicle by which TNI will play a leading role in delivery of the vision, mission and strategic aims outlined in the Tourism Strategy. It will be the Board of TNI that primarily holds the Chief Executive to account for delivery and performance. The Department will engage with TNI on areas of strategic interest, linking departmental policy and TNI delivery of policy intent.
12.4 The Annual Engagement Plan will also reference the agreed management and financial information to be shared over the course of a year. The aim will be to ensure clear understanding of why information is necessary and how it will be used. Where the same, or similar information is required for internal governance, information requirements will be aligned so that a single report can be used for both purposes. In addition, the engagement plan should consider opportunities for learning and development, growth and actions which could help achieve better outcomes.
Annual Engagement Plan. 12.1 The Department and Invest NI will agree an Engagement Plan before the start of each business year. The Annual Engagement Plan (Annex 2) will set out the timing and nature of engagement between Invest NI and DfE. The Engagement Plan will be specific to Invest NI and should not stray into operational oversight.
12.2 Engagement between the Department’s lead official/their teams and Invest NI will be centred on partnership working, understanding of shared risks and working together on business developments that align with policy objectives.
12.3 In line with relevant guidance1, Invest NI will work in collaboration and partnership with the Department in the development of their longer-term Business Strategy and Annual Business Plans. There should be good, high-level strategic alignment between Departmental and Invest NI plans. Once approved, it will be the Board of Invest NI that primarily holds the Chief Executive to account for delivery and performance. The Department will engage with Invest NI on areas of strategic interest, linking Departmental policy and Invest NI delivery of policy intent.
12.4 The Annual Engagement Plan will also reference the agreed management and financial information to be shared over the course of a year. The aim will be to ensure clear understanding of why information is necessary and how it will be used. Where the same or similar information is required for internal governance information, requirements will be aligned so that a single report can be used for both purposes. In addition, the engagement plan should consider opportunities for learning and development, growth and actions which could help achieve better outcomes.
Annual Engagement Plan. 13.1 DfE and the Consumer Council will agree an engagement plan before the start of each business year. The Annual Engagement Plan (Annex 2) will set out the timing and nature of engagement between the Consumer Council and DfE. The engagement plan will be specific to the Consumer Council and should not stray into operational oversight.
13.2 Engagement between the DfE Lead Official and/or their teams and the Consumer Council will be centred on partnership working, understanding of shared risks and working together on business developments that align with policy objectives. The DfE lead official will involve the other partner Departments in relevant areas of work.
13.3 In line with relevant guidance issued by The Executive Office (TEO) on the NICS Work Programme, which includes guidance on business planning for an outcome based PfG and outcomes delivery plan, the Consumer Council will work in collaboration and partnership with DfE to prepare corporate and business plans. There should be good high level strategic alignment between DfE and the Consumer Council plans. Once approved, it will be the Consumer Council Board that primarily holds the Consumer Council Chief Executive to account for delivery and performance. DfE will engage with the Consumer Council on areas of strategic interest, linking Departmental policy and the Consumer Council delivery of policy intent. The Consumer Council will make similar arrangements with other partner Departments regarding their areas of work. The Consumer Council will inform the DfE Lead Official of any developments.
13.4 The Annual Engagement Plan will also reference the agreed management and financial information to be shared over the course of a year. The aim will be to ensure clear understanding of why information is necessary and how it will be used. Where the same, or similar information is required for internal governance information, requirements will be aligned so that a single report can be used for both purposes. In addition, the engagement plan should consider opportunities for learning and development, growth and actions which could help achieve better outcomes.
Annual Engagement Plan. 15.1 The Department and the College will agree an engagement plan before the start of each Departmental financial year. The Annual Engagement Plan (Annex 2) will set out the timing and nature of engagement between the College and the Department. The engagement plan will be specific to the College and should not stray into operational oversight.
Annual Engagement Plan.
11.1 A draft Annual Engagement Plan (Annex 2) will set out the timing and nature of engagement between XXXXX and the Department. The engagement plan will be specific to HSENI and should not stray into operational oversight.
11.2 Engagement between the Department’s Lead Official/their teams and HSENI will be centred on partnership working, understanding of shared risks, and working together on business developments that align with policy objectives.
11.3 In line with relevant guidance1, XXXXX will work in collaboration and partnership with the Department to prepare corporate and business plans. There should be good high level strategic alignment between departmental and HSENI plans. 1 Guidance issued by TEO on NICS Work Programme which includes guidance on business planning for an outcomes based PfG/ODP Once approved it will be the Board of HSENI that primarily holds the Chief Executive to account for delivery and performance. The Department will engage with HSENI on areas of strategic interest, linking departmental policy and HSENI delivery of policy intent. HSENI’s annual Operating Plan will be approved by the Department.
11.4 The Annual Engagement Plan will also reference the agreed management and financial information to be shared over the course of a year. The aim will be to ensure clear understanding of why information is necessary and how it will be used. Where the same, or similar information is required for internal governance information requirements will be aligned so that a single report can be used for both purposes. In addition, the engagement plan should consider opportunities for learning and development, growth and actions which could help achieve better outcomes.
Annual Engagement Plan. 11.1 The Department and PCC will agree an engagement plan before the start of each business year. The Annual Engagement Plan (Annex 2) will set out the timing and nature of engagement between PCC and the Department. The engagement plan will be specific to PCC and should not stray into operational oversight.
11.2 Engagement between the Department’s lead official/their teams and PCC will be centred on partnership working, understanding of shared risks and working together on business developments that align with policy objectives.
11.3 Engagement between the Department’s lead official/their teams and PCC will be conducted within a culture of openness, transparency, pragmatism and mutual respect for individual roles and responsibilities. This culture will be fostered through formal structures such as bi-monthly meetings, ground clearing and accountability meetings, enabling the PCC to set out the achievements, challenges and opportunities and enhanced with ongoing informal ad hoc conversations where both organisations can provide advice and support to each other whilst safeguarding the independence of the PCC (see for reference §4.5).
11.4 In conjunction with good governance controls within the organisation5, this culture will also underpin engagement when things go wrong or in times of crisis. The PCC Council is responsible for strategy and will focus on strategic issues. The Executive Team will be responsible for operational issues, with the Council providing effective oversight of performance. Accordingly, the Council can request information on any operational issues should it so wish. There needs to be clarity and openness as well as a culture of ‘no surprises’ between Chair and Chief Executive, Council and Executive Team. Engagement between the Department’s lead official/their teams and PCC in these instances, will adopt a similar ‘no surprises’ approach and involve timely escalation of issues in the appropriate format and at the appropriate level. The DoH will ensure that any concerns it may have about the activities of the PCC are communicated to the 5 Mindful also of the recommendations of the Xxxxxxx Report 2021 Chair and Council requiring explanations and assurances that appropriate action has been taken. However, in general terms, the Department should leave the oversight and management of the PCC to the Council. Similarly, the PCC Chair in representing the Council and PCC has a direct link with Minister and shall address any concerns PCC may have ...
