GOVERNANCE AND ACCOUNTABILITY. 9.1 The Lead Force shall ensure that the Chair of the Strategic Oversight Board establishes the various boards that are referred to in Schedule 3 (Governance) and shall be responsible for the oversight of the Programme and the terms of this Agreement.
9.2 The Lead Force shall procure that the Strategic Oversight Board and the MS Programme Board are constituted and operated and conduct their business in accordance with the terms of this Agreement, relevant Legislation and the governance arrangements set out in Schedule 3 (Governance).
9.3 This Agreement does not change the powers of the Secretary of State to rescind or request amendments to any collaboration agreement under section 23G and 23H Police Xxx 0000 (as amended).
9.4 The Governance Boards shall be established to have oversight of the decisions of the various individuals engaged in the Programme and to recommend courses of action to the Participating Bodies and Lead Force in relation to the Programme. The Parties agree that the Lead Force and the other Parties are not bound to comply with the decisions made by the Governance Boards but shall use all reasonable endeavours to take account of the guidance and recommendations made by the Governance Board in order to seek to achieve the Objectives.
9.5 The Parties shall comply with any directions given by the Home Office and with any directions regarding how the Grant should be used and the Lead Force shall use reasonable endeavours to notify the Parties of any directions given by the Home Office.
9.6 The Parties acknowledge and agree that not every Party is a member of the Strategic Oversight Board or the MS Programme Board but that the Senior Responsible Officer, the Modern Slavery APCC Lead and the senior policing representative appointed to speak collectively on behalf of the ROCUs shall be empowered to take any issues raised by the other Parties to this Agreement (as appropriate) to the appropriate Governance Board. The Lead Force shall procure that all documentation in relation to a meeting of the Strategic Oversight Board shall be available on the NPCC Chief’s net (which can be accessed by Policing Bodies and Chief Officers) within five (5) Business Days prior to any meeting of the Strategic Oversight Board and any Party shall be entitled to raise any issues, concerns or suggestions with an appropriate member of the Strategic Oversight Board who shall use reasonable endeavours to raise the issue at the Strategic Oversight Board.
9.7 The Parties s...
GOVERNANCE AND ACCOUNTABILITY. 10.1 The Parties may agree from time to time a governance structure for all collaborative working undertaken between the Parties and this structure for the time being is set out within Schedule II and can be varied at any time with the agreement of the Parties.
10.2 Governance will be delivered alongside the Justice Services Collaboration Board on a quarterly basis, chaired by the appropriate ACPO lead within Staffordshire.
GOVERNANCE AND ACCOUNTABILITY. 6.1. A Steering Group will be established comprising two (2) representatives from B&NES and two (2) from BWCE with ad hoc attendance at Steering Group meetings as required.
6.2. The Steering Group will meet at least once annually to review progress on achieving the aims of this Agreement and work diligently to overcome barriers.
6.3. The Steering Group will be sponsored by a Director of B&NES, and chaired by Head of Service who may appoint an authorised representative.
6.4. Each Party will appoint a representative to oversee the administration and day-to-day running of the matters falling within the scope of this Agreement and bring any issues that arise to the attention of the Steering Group. Meetings of the Steering Group will be convened by the B&NES representative.
6.5. An annual report specific to this Cooperation Agreement will be jointly produced by the Parties by the end of August in each year. The report will set out the achievements of the Parties as well as any areas of concern and any proposal to update or amend this Agreement. This report will include an audited financial statement from BWCE to show how revenue has been allocated between the priorities listed in 6.6. a-d.
6.6. The Agreement is entered into on the understanding that BWCE will re-invest revenues it generates from Projects into the Bath & West Low Carbon Community Fund to support further local projects that contribute to carbon reduction in the area. The intention of the Parties is that Community Fund revenues accrued from Projects within the District will be reinvested only within the District (where possible). Investment into the Community Fund, in terms of amount and regularity, will be dependent on the availability of revenues once other higher priority commitments have first been satisfied by BWCE, and will be subject to review by the Steering Group. The priority of revenue allocation will be as follows:
a. Loan repayment
b. Payment of interest to BWCE members
c. Funding of continuation and development of BWCE
d. Payment into Bath & West Low Carbon Community Fund
GOVERNANCE AND ACCOUNTABILITY. 1.1 The duties of the Birmingham Organising Committee derive principally from the Host City Contract and this Management Agreement. The Secretary of State and other members of the Department’s ministerial team will account for Birmingham Organising Committee’s business in Parliament.
1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for Non-Departmental Public Bodies and other arm’s length bodies are set out in Chapter 3 of Managing Public Money which is sent separately to the Accounting Officers on appointment and summarised below.
1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments.
1.4 In line with the Host City Contract (Annex 2), and, where applicable, the ‘Corporate Governance in Central Government Departments: code of practice, April 2017’, the Board will consist of a Chair and a Deputy Chair, together with 12 other members. The Chair and five Non- Executive Directors (including the Deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or Deputy Chair.
1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. They report to the Board on the day-to-day running of the organisation and its performance against objectives. In addition to this, they will be the Accounting Officer for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 below.
GOVERNANCE AND ACCOUNTABILITY. 2.1 The statutory and other duties of the BFI derive from the Royal Charter. The BFI is also a registered charity and must comply with charity law.
2.2 The Secretary of State and other members of the DCMS ministerial team will account for the BFI’s business in Parliament.
2.3 The respective responsibilities of the DCMS Principal Accounting Officer and Accounting Officers for NDPBs and other arm’s length bodies are set out in Chapter 3 of Managing Public Money which is sent separately to the Accounting Officers on appointment and summarised below.
2.4 The terms of appointment of the Chair and Board members are as set out in the BFI’s Royal Charter or other founding documents. Where such appointments are made by Ministers, they will comply with the Cabinet Office’s Governance Code on Public Appointments.
2.5 In line with the BFI’s Royal Charter, and, where applicable, the Government’s Code of Practice on Corporate Governance, the Board will consist of a Chair, and up to fourteen other board members that have a balance of skills and experience appropriate to directing the BFI’s business. This should also include a National Governor for Scotland, Wales and Northern Ireland.
2.6 The Chief Executive is appointed by the Board of the BFI. They report to the Board on the day-to-day running of the organisation and its performance against objectives. In addition to this, they will normally be the Accounting Officer for the BFI and will have specific duties in this regard, which are set out in section 4 below.
GOVERNANCE AND ACCOUNTABILITY. 7.1. The SCOAF shall operate corporate governance arrangements that, so far as practicable and in the light of the other provisions of this framework document or as otherwise may be mutually agreed, accord with good corporate governance practice and applicable regulatory requirements and expectations.
7.2. The SCOAF publish their own operating procedures that set out the manner in which the organisation will carry out the delegated functions of the Ombudsman – these are available on the SCOAF’s website. Should the SCOAF make any amendments to their procedures, they will notify the MOD and then publicise the updated version(s) to their website.
7.3. In particular (but without limitation), the SCOAF should: • comply with the principles and provisions of the Corporate Governance in Central Government Departments Code of Good Practice3 (as amended and updated from time to time) to the extent appropriate and in line with their statutory duties or specify and explain any non-compliance in its annual report. • comply with MPM. • in line with MPM have regard to the relevant Functional Standards4 as appropriate and in particular those concerning Finance, Commercial and Counter Fraud. • take into account the codes of good practice and guidance set out in Annex B of this framework document, as they apply to statutory office holders.
7.4. The SCOAF’s funding is held centrally within the MOD, therefore instead of running its own processes, the SCOAF’s accounts are consolidated within the MOD’s accounts. 3 xxxxx://xxx.xxx.xx/government/publications/corporate-governance-code-for-central-government- departments-2017 4 xxxxx://xxx.xxx.xx/government/collections/functional-standards
GOVERNANCE AND ACCOUNTABILITY. 2.1. The statutory and other duties of the BTA derive from the Development of Tourism Act 1969. It undertakes British-wide and England-specific activity under the brands of “VisitBritain” and “VisitEngland”. The BTA Board is advised on English tourism matters by the English Tourist Board (also known as the VisitEngland Advisory Board). This is an advisory board responsible for advising the executive and board of the BTA on how to deliver English activity.
2.2. The Secretary of State and other members of the DCMS ministerial team will account for the BTA’s business in Parliament.
2.3. The respective responsibilities of the DCMS Principal Accounting Officer and Accounting Officers for ALBs are set out in Chapter 3 of Managing Public Money which is sent separately to the Accounting Officers on appointment and summarised below.
2.4. The terms of appointment of the Chair and Board members are as set out in the BTA’s founding legislation and letters of appointment. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments.
2.5. The BTA Board will consist of a Chair, together with not more than five other members that have a balance of skills and experience appropriate to directing the BTA’s business. In addition, the Chairs of the English Tourist Board (also known as the VisitEngland Advisory Board), VisitScotland and a representative appointed by the National Assembly of Wales also sit on the Board.
2.6. The English Tourist Board (also known as the VisitEngland Advisory Board) shall consist of a Chair and not more than six other members that have a balance of skills and experience appropriate to advising the BTA Board on English tourism matters.
2.7. The Chief Executive of the BTA is appointed by the BTA Board. They report to the Board on the day-to-day running of the organisation and its performance against objectives. In addition to this, they will normally be the Accounting Officer for the organisation and will have specific duties in this regard, which are set out in section 4 below.
2.8. All employees of the BTA, as well as the Chair of the Board and Board members are expected to abide by the 7 Principles of Public Life (the Xxxxx Principles):
GOVERNANCE AND ACCOUNTABILITY. 3.1. Each Policing Body is responsible for securing the maintenance of the police force for its area and securing the efficiency and effectiveness of the police force for its area (including in the case of the British Transport Police Authority the railways pursuant to section 20 Railways and Transport Safety Act 2003).
3.2. The Policing Bodies shall, for the purposes of Clause 3.1, be responsible for:
3.2.1. the governance of the Xxxxxxx Programme;
3.2.2. approving the Strategy;
3.2.3. holding the relevant Chief Officer to account for the discharge of functions by anyone who:
3.2.3.1. is acting under the terms of this Agreement; and
3.2.3.2. while so acting is under the direction and control of that Chief Officer;
3.2.4. monitoring, from a governance perspective, the effectiveness and efficiency of the Xxxxxxx Programme and considering ways in which the functions of the Xxxxxxx Programme could be exercised to improve the effectiveness and efficiency of the Police Services;
3.2.5. approving:
3.2.5.1. the Budget (including any financial reserves);
3.2.5.2. the carrying forward of any under spend at each year-end;
3.2.5.3. any over spend identified at any time (to the extent not already covered in the Budget);
3.2.5.4. opportunities for income generation by the Xxxxxxx Programme proposed by the Lead Policing Body;
3.2.5.5. any changes to the Apportionment Ratio (including as a result of the withdrawal from this Agreement of one or more Police Services or as a result of any other event that would have an impact on the Financial Contributions);
3.2.5.6. any virements proposed by the Lead Chief Officer;
3.2.6. approving the purchase or lease of any facilities, equipment, fleet or premises in accordance with Clause 15.6 which have a value in excess of £30,000 or have not been specifically identified in the Budget;
3.2.7. resolving, where applicable, any disputes which may arise in accordance with
3.2.8. without prejudice to Clause 3.2.5 approving any proposals for any significant alteration to the numbers of staff, structure of staffing or the terms and conditions of staff of the Xxxxxxx Delivery Team;
3.2.9. reviewing this Agreement for the purpose of maintaining a legal framework in which the Xxxxxxx Delivery Team can function in an efficient and effective manner for one or more Policing Bodies and the police forces they maintain and proposing any amendments to the terms of this Agreement for approval by the Parties;
3.2.10. requesting, by written notice to th...
GOVERNANCE AND ACCOUNTABILITY. 8.1 Bidding organisations will need to demonstrate that they have the ability to meet the following criteria: to have in place clear, robust and fully accountable governance arrangements for the delivery of UKTI services; to be capable of receiving and accounting for public funds and to be in strong financial health; to have the capacity to recruit, employ and manage staff; to have in place, or have access to, necessary support services including IT, personnel, administration, and finance; and where appropriate, to have the knowledge and experience of bidding for and managing ERDF supported projects or to provide a clear explanation of the way in which the bidder would work with others to put together viable ERDF bids.
GOVERNANCE AND ACCOUNTABILITY. 8.1 The SIA shall operate corporate governance arrangements that, so far as practicable and in the light of the other provisions of this Framework Document or as otherwise may be mutually agreed, accord with good corporate governance practice and applicable regulatory requirements and expectations.
8.2 In particular (but without limitation), the SIA should: • Comply with the principles and provisions of the Corporate Governance in Central Government Departments Code of Good Practice (as amended and updated from time to time) (the Code) to the extent appropriate and in line with their statutory duties or specify and explain any non-compliance in its annual report. • Have regard to the relevant Functional Standards set out in Managing Public Money, as appropriate, and in particular those concerning Finance, Commercial and Counter Fraud. • Take into account, the codes of good practice and guidance set out in the Appendix of this Framework Document, as they apply to ALBs. • In line with Manging Public Money Annex 3.1, the SIA shall provide an account of corporate governance in its annual governance statement including the Board’s assessment of its compliance with the Code with explanations of any material departures. To the extent that the SIA does intend to materially depart from the Code, the Home Office as sponsoring Department should be notified in advance and their agreement sought to this approach.
9.1 The Chief Executive as Accounting Officer is personally responsible for safeguarding the public funds for which he or she has charge; for ensuring propriety, regularity, value for money and feasibility in the handling, of those public funds; and for the day- to-day operations and management of the SIA. In addition, he or she should ensure that the SIA is run on the basis of the standards, in terms of governance, decision- making and financial management set out in Box 3.1 of Managing Public Money. xxxxx://xxx.xxx.xx/government/publications/managing-public-money These responsibilities include the below and those that are set in the Accounting Officer appointment letter issued by the Principal Accounting Officer of the Department.
