Common use of GOVERNANCE ARRANGEMENTS Clause in Contracts

GOVERNANCE ARRANGEMENTS. An advisory committee for the Trust Fund consisting of the Trust Fund Program Manager, Bank representatives and representatives of Eligible Donors will be established (“Advisory Committee”). Each Eligible Donor may designate one representative to serve on the Advisory Committee. Representatives of beneficiary countries, beneficiary institutions and other development partners may be invited to attend the Advisory Committee’s meeting as observers. The Advisory Committee will provide strategic guidance, oversee project implementation and progress, advice on priority themes for the annual work programs for the Trust Fund and approve any necessary rules of operation of the Trust Fund (“Rules of Operation”), including any rules relating to frequency of meetings, guidelines and time schedules. The Advisory Committee will approve recipient-executed activities based on proposals in the annual work programs. Activities for Bank execution will be selected by the Trust Fund Program Manager (with Bank management oversight) for funding and will not require Advisory Committee approval so long as they are consistent with the strategic guidance and the annual work program as defined by the Advisory Committee. The Advisory Committee will meet at least once a year. Prior to the Advisory Committee’s meeting, the Trust Fund Program Manager will produce progress reports describing the status of ongoing activities and listing completed activities under the Trust Fund, and setting out risk assessments and key challenges for the Program. The Trust Fund Program Manager will be responsible for: (a) screening, approving and coordinating allocations of funds to selected activities and projects; (b) preparation of the annual work program for review and advice on priorities for funding by the Advisory Committee; (c) presenting proposals for Recipient-executed activities for approval by the Advisory Committee; (d) providing the list of Bank-executed activities approved by the Bank to the Advisory Committee; (e) collecting, analyzing and summarizing information required for Trust Fund monitoring and evaluation purposes and providing technical support (such as, preparation of the agendas, keeping minutes and organization of meetings) to the Advisory Committee; and (f) overall fiduciary management and oversight for the Program (including all use of funds under the Program) and monitoring and addressing Program risks. Subject to the Bank’s Access to Information Policy, the Donors will have access to all Trust Fund documents such as grant applications, minutes of Advisory Committee meetings, terms of reference, and various progress and completion reports. For the purposes of this Part C, the following terms will have the meanings assigned to them below:

GOVERNANCE ARRANGEMENTS. An advisory committee 3.1 The governance of the ICF Programme will be undertaken through the following arrangements: Regional Partnership Board Strategic Leadership Group ICF Programme Board Preventative Interventions / First Point of Contact Single Point of Access Extended Community Re-ablement Discharge to Assess Accommodation Accommodation Solutions Integrated Discharge Service Commissioning Support Integrated Services for People with Learning Disabilities and Children with Complex Needs (Disability Futures Programme) Integrated Autism Service Wales Community Care Information System (WCCIS) Dementia Action Plan Capital 3.2 The statutory Regional Partnership Board (RPB) is responsible for agreeing and managing the overall strategic direction and ensuring effective governance of the use of the Integrated Care Fund. The Board will agree the planning and use of the funding, as well as ensuring delivery, to maximise outcomes for people and the effective and efficient use of resources. The RPB has four formal meetings throughout the year, and will receive quarterly progress reports, including a summary Risk Register and associated action plan. The Terms of Reference and the Membership of the RPB is provided in Appendix 1. 3.3 The Strategic Leadership Group meets bi-monthly and has responsibility for making recommendations to the Regional Partnership Board in relation to funding priorities. The Group will also undertake ongoing monitoring and review of the ICF Programme and will receive a quarterly overview of all projects relating to the Programme along with a summary Risk Register and associated action plan. The Strategic Leadership Group will undertake action to mitigate issues impacting on delivery and funding. The SLG will also approve quarterly reports to Welsh Government if required before formal ratification by the Regional Partnership Board. 3.4 The ICF Programme Board has responsibility for the Trust Fund consisting effective delivery of the Trust Fund Program Manageroverall Programme within available funding, Bank representatives including identifying opportunities for joint working, reducing duplication and representatives identifying and managing risks pertinent to the successful implementation of Eligible Donors the Programme. 3.5 The Third Sector is engaged in developing and approving the Revenue Investment Plan though their representation on the Regional Partnership Board, Strategic Leadership Group and ICF Programme Board. 3.6 The day-to day management of the ICF programme will be established (“Advisory Committee”). Each Eligible Donor may designate one representative to serve on the Advisory Committee. Representatives of beneficiary countries, beneficiary institutions and other development partners may be invited to attend the Advisory Committee’s meeting as observers. The Advisory Committee will provide strategic guidance, oversee project implementation and progress, advice on priority themes for the annual work programs for the Trust Fund and approve any necessary rules of operation of the Trust Fund (“Rules of Operation”), including any rules relating to frequency of meetings, guidelines and time schedules. The Advisory Committee will approve recipient-executed activities based on proposals in the annual work programs. Activities for Bank execution will be selected undertaken by the Trust Fund Program Manager (with Bank management oversight) for funding Partnership’s Assistant Director – Integrating Health and will not require Advisory Committee approval so long as they are consistent with the strategic guidance Social Care and the annual work program as defined Health and Well-being Programme Manager. Further information is available by the Advisory Committee. The Advisory Committee will meet at least once a year. Prior to the Advisory Committee’s meeting, the Trust Fund Program Manager will produce progress reports describing the status of ongoing activities and listing completed activities under the Trust Fund, and setting out risk assessments and key challenges for the Program. The Trust Fund Program Manager will be responsible for: (a) screening, approving and coordinating allocations of funds to selected activities and projects; (b) preparation of the annual work program for review and advice on priorities for funding by the Advisory Committee; (c) presenting proposals for Recipient-executed activities for approval by the Advisory Committee; (d) providing the list of Bank-executed activities approved by the Bank to the Advisory Committee; (e) collecting, analyzing and summarizing information required for Trust Fund monitoring and evaluation purposes and providing technical support (such as, preparation of the agendas, keeping minutes and organization of meetings) to the Advisory Committee; and (f) overall fiduciary management and oversight for the Program (including all use of funds under the Program) and monitoring and addressing Program risks. Subject to the Bank’s Access to Information Policy, the Donors will have access to all Trust Fund documents such as grant applications, minutes of Advisory Committee meetings, terms of reference, and various progress and completion reports. For the purposes of this Part C, the following terms will have the meanings assigned to them below:contacting xxx.xxxxxxxxxxx@xxxxx.xxx.xx

GOVERNANCE ARRANGEMENTS. An advisory committee for the Trust Fund consisting The successful delivery of the Trust Fund Program ManagerLAA will depend upon having appropriate partnership structures in place that are fit for purpose and which are capable of delivering our LAA’s priority outcomes. LAA Strategic Board (Members) Staffordshire Strategic Partnership Staffordshire County Council (Accountable Body) LAA Funding Group LAA Performance Management Group LAA Block Leads Group LAA Executive Board (Officers) County wide Scrutiny Delivery Partnerships and Agencies Local Scrutiny The Staffordshire Strategic Board will ensure the delivery of improved and appropriate local public services, Bank representatives which enhance the quality of life for Staffordshire’s people. It will act as a co-operative partnership with shared aspirations and representatives of Eligible Donors will be established (“Advisory Committee”). Each Eligible Donor may designate one representative to serve on the Advisory Committee. Representatives of beneficiary countries, beneficiary institutions and other development partners may be invited to attend the Advisory Committee’s meeting as observerscommitment. The Advisory Committee will provide strategic guidance, oversee project implementation and progress, advice on priority themes for the annual work programs for the Trust Fund and approve any necessary rules of operation of the Trust Fund (“Rules of Operation”), including any rules relating to frequency of meetings, guidelines and time schedules. The Advisory Committee will approve recipient-executed activities based on proposals in the annual work programs. Activities for Bank execution will be selected by the Trust Fund Program Manager (with Bank management oversight) for funding and will not require Advisory Committee approval so long as they are consistent with the strategic guidance and the annual work program as defined by the Advisory Committee. The Advisory Committee Board will meet at least once four times a year. Prior The Chair will be appointed annually from the members of the Board. • Identifying and agreeing the long term strategic aspirations for Staffordshire • Providing strategic leadership, direction and • All local authority leaders • Chairs of partner organisations • Chair of SSP decision making to ensure the delivery of the LAA • Implementing effective performance management of the LAA, to deliver the longer term objectives of the “Sustainable Staffordshire Strategy” • Consulting with, involving and informing the Staffordshire Strategic Partnership • Overseeing the work of the various joint boards • Other senior reps of key partner organisations including the voluntary and community sectors. • The Chairs of the Stoke-on-Trent Local Strategic Partnership and the Mayor of Stoke-on-Trent will be invited to meetings of the Board as “observers” The LAA Executive Board sits beneath the LAA Strategic Board. Its role is to executively manage the development and delivery of the community strategies and the LAA. The group meets monthly and is chaired by the Chief Executive of Staffordshire County Council. • To make decisions on outcomes for the LAA, pooling and alignment of funding, set targets and performance manage the outcomes of the LAA • To co-ordinate activities across the LAA Blocks and ensure cross cutting issues are addressed. • To ensure the full potential of partnership working is achieved. • To facilitate integrated service planning and co- ordination of delivery, ensuring the most effective and efficient use of resources • To promote transformational change in public service delivery • To report to and to be accountable to the Advisory Committee’s meetingLAA Strategic Board (Members) • Chief Executive, Staffordshire County Council • SCIO • LAA Block Leads • Connexions • Job Centre Plus • LSC • Staffordshire Probation • Staffordshire Fire and Rescue • Staffordshire Fire • PCT, Chief Executive • GOWM • LAA Core Team All Block Leads are members of the Trust Fund Program Manager will produce progress reports describing LAA Executive Board. As Block Leads they meet monthly alongside their support officers and members of the status LAA Core Team to discuss current issues, highlight problems and review outcomes and indicators. • Development and prioritisation of ongoing activities outcomes and listing completed activities under the Trust Fund, and setting out risk assessments and key challenges targets for the ProgramLAA through consultation with partners • Negotiate with leads within GOWM and liaise with partners • Identify relevant funding streams, performance management requirements and enabling measures • Consultant with District Councils, LSPs, theme groups and other partnerships • Implement and performance manage the delivery of LAA priorities and report progress • LAA Block Leads • LAA Block Lead Support Officers • LAA Core Team A dedicated, multi agency LAA Core Team has been established to support the development of the LAA. The Trust Fund Program Core Team is jointly resourced with membership from several partners including Staffordshire County Council, Staffordshire Fire and Rescue and Staffordshire Police. • Xxxxx Xxxxx (Project Lead - Staffordshire County Council) • Xxxx Xxxxxx (Project Manager will be responsible for: - Staffordshire County Council) • Xxxxx Xxx (aLAA Policy - Staffordshire County Council) screening, approving • Xxxxxxxxx Xxxx (SSSP Manager - Staffordshire County Council) • Xxxxxx Xxxxxxx (Secondment - Staffordshire Fire and coordinating allocations of funds to selected activities Rescue) • Xxxxx Xxxxxxx (Secondment – Staffordshire Police) The complete Governance and projects; (b) preparation of the annual work program for review and advice on priorities for funding by the Advisory Committee; (c) presenting proposals for Recipient-executed activities for approval by the Advisory Committee; (d) providing the list of Bank-executed activities approved by the Bank to the Advisory Committee; (e) collecting, analyzing and summarizing information required for Trust Fund monitoring and evaluation purposes and providing technical support (such as, preparation of the agendas, keeping minutes and organization of meetings) to the Advisory Committee; and (f) overall fiduciary management and oversight for the Program (including all use of funds under the Program) and monitoring and addressing Program risks. Subject to the Bank’s Access to Information Policy, the Donors will have access to all Trust Fund documents such Accountability Framework is attached as grant applications, minutes of Advisory Committee meetings, terms of reference, and various progress and completion reports. For the purposes of this Part C, the following terms will have the meanings assigned to them below:Appendix C.

GOVERNANCE ARRANGEMENTS. 1. An advisory committee for the Trust Fund consisting of the Trust Fund Program Manager, Bank representatives and representatives of Eligible Donors will be established (“Advisory Committee”). Each Eligible Donor may designate one representative to serve on the Advisory Committee. Representatives of beneficiary countries, beneficiary institutions and other development partners may be invited to attend the Advisory Committee’s meeting as observers. The Advisory Committee will provide strategic guidance, oversee project implementation and progress, advice on priority themes for the annual work programs for the Trust Fund and approve any necessary rules of operation of the Trust Fund (“Rules of Operation”), including any rules relating to frequency of meetings, guidelines and time schedules. The Advisory Committee will approve recipient-executed activities based on proposals in the annual work programs. Activities for Bank execution will be selected by the Trust Fund Program Manager (with Bank management oversight) for funding and will not require Advisory Committee approval so long as they are consistent with the strategic guidance and the annual work program as defined by the Advisory Committee. 2. The Advisory Committee will meet at least once a year. Prior to the Advisory Committee’s meeting, the Trust Fund Program Manager will produce progress reports describing the status of ongoing activities and listing completed activities under the Trust Fund, and setting out risk assessments and key challenges for the Program. 3. The Trust Fund Program Manager will be responsible for: (a) screening, approving and coordinating allocations of funds to selected activities and projects; (b) preparation of the annual work program for review and advice on priorities for funding by the Advisory Committee; (c) presenting proposals for Recipient-executed activities for approval by the Advisory Committee; (d) providing the list of Bank-executed activities approved by the Bank to the Advisory Committee; (e) collecting, analyzing and summarizing information required for Trust Fund monitoring and evaluation purposes and providing technical support (such as, preparation of the agendas, keeping minutes and organization of meetings) to the Advisory Committee; and (f) overall fiduciary management and oversight for the Program (including all use of funds under the Program) and monitoring and addressing Program risks. 4. Subject to the Bank’s Access to Information Policy, the Donors will have access to all Trust Fund documents such as grant applications, minutes of Advisory Committee meetings, terms of reference, and various progress and completion reports. 5. For the purposes of this Part C, the following terms will have the meanings assigned to them below:

GOVERNANCE ARRANGEMENTS. An advisory committee The Health and Wellbeing Board will have overall accountability for the Trust Fund consisting delivery of the Trust Fund Program ManagerBCF plan, Bank representatives and representatives of Eligible Donors will be established (“Advisory Committee”). Each Eligible Donor may designate one representative to serve on the Advisory Committee. Representatives of beneficiary countries, beneficiary institutions and other development partners may be invited to attend the Advisory Committee’s meeting as observers. The Advisory Committee will provide strategic guidance, oversee project implementation and progress, advice on priority themes for the annual work programs for the Trust Fund and approve any necessary rules of operation of the Trust delivery of this Section 75 Partnership Framework Agreement they will: • monitor performance against the BCF Metrics (National/Local) and receive exception reports on the BCF action plan; • agree the Better Care Fund (“Rules Commissioning Plan; • agree decisions on commissioning or decommissioning of Operation”)services, including any rules relating in relation to frequency of meetings, guidelines and time schedulesthe BCF. The Advisory Committee will approve recipient-executed activities based on proposals in framework below demonstrates the annual work programs. Activities for Bank execution decision making structure and how the BCF plan will be selected by the Trust Fund Program Manager (with Bank management oversight) for funding and will not require Advisory Committee approval so long as they are consistent with the strategic guidance and the annual work program as defined by the Advisory Committeedelivered. The Advisory Committee will meet at least once a year. Prior to the Advisory Committee’s meeting, the Trust Fund Program Manager will produce progress reports describing the status of ongoing activities and listing completed activities under the Trust Fund, and setting out risk assessments and key challenges for the Program. The Trust Fund Program Manager will be responsible for: (a) screening, approving and coordinating allocations of funds to selected activities and projects; (b) preparation of the annual work program for review and advice on priorities for funding by the Advisory Committee; (c) presenting proposals for Recipient-executed activities for approval by the Advisory Committee; (d) providing the list of Bank-executed activities approved by the Bank to the Advisory Committee; (e) collecting, analyzing and summarizing information required for Trust Fund monitoring and evaluation purposes and providing technical support (such as, preparation of the agendas, keeping minutes and organization of meetings) to the Advisory Committee; and (f) overall fiduciary management and oversight of the delivery of the BCF plan has been delegated to the BCF Executive Group, chaired by the HWB chair and including senior representatives from both the council and CCG. The purpose of the BCF Executive Group is to: • monitor delivery of the Better Care Plan through quarterly meetings; • monitor the delivery of the programme of ‘Service Reviews’; • monitor performance against the BCF Metrics (National/Local) to ensure they are being met; • extra-ordinary meetings (where required) to fulfil NHS England requirements; • ensure schemes are being delivered and additional action is put in place where the plan results in any unintended consequences; • make strategic decisions relating to the delivery of the plan; • Report directly to the HWB on a quarterly basis. BCF Executive Group The membership of the BCF Executive will be as follows: • members of the RCCG: Members to include the Accountable Officer, and Accountable Financial Officer; • members of the Council: Members to include the Accountable Officer, and Accountable Financial Officer; • the Council or the CCG may elect or delegate a deputy to attend on their behalf. Deputising arrangements to be notified to the other members in advance of any meeting. Role of BCF Executive Group The BCF Executive Group shall: • provide strategic direction on the individual schemes; • receive the financial and activity information for the Program (including all use Better Care Fund; • review the operation of funds under this Agreement and performance manage the Program) individual schemes; • agree such variations to this Agreement from time to time as it thinks fit; • review and monitoring agree annually a risk assessment; • review and addressing Program risksagree annually revised schedules as necessary; • request such protocols and guidance as it may consider necessary in order to enable the pooled fund manager to approve expenditure from a pooled fund; • review and agree recommendations from the Operational Group; • receive reports from the system resilience group, providing information on the management of non- elective admissions. Subject The BCF Executive Group is supported by the BCF Operational Group, which is made up of the identified lead officers for each of the BCF actions within the plan, plus other supporting officers from the Council and CCG. The BCF Operational Group meets on a 6 weekly basis and reports directly to the Bank’s Access BCF Executive Group. The BCF Operational Group role is to: • ensure implementation of the BCF action plan; • implement and monitor the performance management framework; • deal with operational issues, escalating to Information Policy, the Donors will have access BCF Executive where needed; • make recommendations in relation to all Trust Fund documents such as grant applications, minutes the commissioning arrangements of Advisory Committee meetings, terms any individual or multiple scheme on the basis of referencethe ‘Service Review’ process to the BCF Executive Group. The BCF Operational Group shall • receive 6 weekly reports on each scheme on its activity and finance information; • receive regular updates and monitor progress of the identified ‘Service Reviews’ through the life of this Agreement; • discuss and agree with each scheme operational changes or enhancements to improve patients experiences, and various progress ensure financial and completion reportsactivity targets are met; • discuss and develop operational options in the event of under or overspending or underachievement of performance related element of the Agreement. For The roles of the purposes System Resilience Group, The Adult Social Care Development Board and other equivalent groups shall be to:- • monitor and manage performance of this Part Ca service (or group of services) which may be operating wholly or partly as a BCF scheme; or may be a service (or groups of services) that is not a BCF scheme, but has a significant impact on BCF metrics; • monitor and manage performance in meeting the following terms BCF targets for preventing emergency non-elective admissions to hospital; • make operational decisions which ensures BCF metrics are delivered to time and to target, making recommendations to the BCF Executive Group and BCF Operational Group as appropriate; • co-ordinate BCF and non-BCF services, to ensure integration within and between inpatient, community and third sector health and social care; • take responsibility for setting and meeting ambitious targets for increasing levels of customer satisfaction with their health and social care services. BCF Executive Support The BCF Executive Group and BCF Operational Group will have be supported by officers from the meanings assigned Partners from time to them below:time.