Governance Framework. 4.1 The College has an established Corporate Governance Framework which reflects all relevant good practice guidance. The framework includes the governance structures established within the College and the internal control and risk management arrangements in place. This includes its GB and committee structure. The Department should take necessary steps to ensure it is satisfied with the framework. DRAFT
4.2 An account of this is included in the College’s annual Governance Statement together with the College GB’s assessment of its compliance with the extant Corporate Governance Code of Good Practice (NI). Any departure from the Corporate Governance Code must be explained in the Governance Statement. The extant Corporate Governance Code of Good Practice (NI) is available on the DoF website.
4.3 The College is required to follow the principles, rules, guidance and advice in Managing Public Money Northern Ireland (MPMNI). A list of other applicable guidance and instructions which the College is required to follow is set out in Annex 6. Good governance should also include positive stakeholder engagement, the building of positive relationships and a listening and learning culture.
Governance Framework. The Health and Wellbeing Board will have overall accountability for the delivery of BCF plan, and for the operation of the 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 Commissioning Plan • agree decisions on commissioning or decommissioning of services, in relation to the BCF. The framework below demonstrates the decision-making structure and how the BCF plan will be delivered. The management and oversight of the delivery of the BCF plan has been delegated to the BCF Executive Group, chaired by the HWBB chair and including senior representatives from both the Council and SYICB (Rotherham Place). The BCF Executive Group is supported by the BCF Operational Group, which is made up of the identified lead officers at the Service Head level for each of the BCF actions within the plan, plus other supporting officers from the Council and SYICB (Rotherham Place). The BCF Operational Group meets on a quarterly basis and reports directly to the BCF Executive Group. Only the co- chairs of the BCF Operational group will also attend meetings of the BCF Executive group in view of the scrutiny role of the Executive.
Governance Framework. Terms of Reference for each body is provided below. This sets out the breakdown of governance roles, and the authorities and responsibilities of each body, in accordance with legislation.
Governance Framework. The set of agreements, Internal Regulations (policies) and Operational Procedures governing and operationalising the Peppol Interoperability Framework. The Peppol Governance Framework is rooted on and must be compliant with the OpenPeppol AISBL Statutes.
Governance Framework. 4.1 The HIARB has an established Corporate Governance Framework which reflects all relevant good practice guidance. The framework includes the governance structures established within the HIARB and the internal control and risk management arrangements in place. This includes its committee structure. By signing this Agreement TEO acknowledge their satisfaction with the framework.
4.2 The HIARB shall follow the principles, rules, guidance and advice in Managing Public Money Northern Ireland. A list of other applicable guidance and instructions which the HIARB is required to follow is set out in Annex 6. Good governance should also include positive stakeholder engagement, the building of positive relationships and a listening and learning culture.
Governance Framework. On or before each applicable Service Commencement Date, the Parties will review and mutually agree to the Governance Framework and/or any revisions to the Governance Framework, which will include, without limitation, the Key Cognizant 4830-2082-6212v.8 207239136_2 LAW Positions set out in each SOW. The Parties will utilize the Governance Framework in connection with the management of the Parties’ relationship pursuant to the Agreement.
Governance Framework. The governance framework comprises: the Port Companies Act 1988 the Companies Act 1993 the constitution of POAL good governance practice (e.g. IOD and FMA corporate governance guidance) this memorandum of understanding the Local Government Act 2002 the Local Government (Auckland Council) Act 2009 the Local Government Official Information and Meetings Act 1987
Governance Framework. The governance framework in respect of the Growth Deal will involve the following elements:
Governance Framework. 4.1 TNI has an established Corporate Governance Framework which reflects all relevant good practice guidance. The framework includes the governance structures established within TNI and the internal control and risk management arrangements in place. This includes its Board and Committee Structure. Following review, DfE is satisfied with the framework.
4.2 An account of this is included in TNI’s annual Governance Statement together with the TNI Board’s assessment of its compliance with the extant Corporate Governance Code of Good Practice (NI). Any departure from the Corporate Governance Code must be explained in the Governance Statement. The extant Corporate Governance Code of Good Practice (NI) is available on the DoF website.
4.3 TNI is required to follow the principles, rules, guidance, and advice in Managing Public Money Northern Ireland. A list of other applicable guidance and instructions which TNI is required to follow is set out in Annex 6. Good governance should also include positive stakeholder engagement, the building of positive relationships and a listening and learning culture.
Governance Framework. (1) The Parties recognise that proper governance and establishment of a framework for bilateral exchanges will be crucial to the effective implementation of this Agreement.
(2) To this end, the Parties’ Ministers of Defence, or their representatives, shall meet in relation to the FSP as necessary and at least annually. The location of each meeting shall be mutually determined, taking into account the convenience to the Parties, on a case by case basis.
(3) The Parties shall also establish a Steering Committee to manage the implementation of this Agreement, which shall be co-chaired by a representative of each Party. It shall meet as necessary, but at least twice yearly, and shall report regularly to the Parties’ Ministers of Defence. The work of the Steering Committee may continue between its meetings. The Steering Committee shall develop rules of procedure, noting that its decisions shall be by consensus.
(4) The location of each meeting shall be mutually determined, taking into account the convenience to the Parties, on a case by case basis. Each Party shall be responsible for its costs of attending meetings and the host Party shall be responsible for the cost of providing facilities and secretarial support to the meetings.
(5) The Steering Committee is an advisory body and shall be responsible for:
(a) monitoring and coordinating the implementation, performance and strategic direction of this Agreement, and decisions taken by the Parties;
(b) overseeing the progress of the FSP;
(c) participating in the identification and resolution of issues related to the effective implementation of this Agreement, including substantial changes to national Laws and Policies that would have an impact on the execution of this Agreement and, where requested by Australia, FSP Contracts;
(d) recommending measures to enhance the effective implementation and performance of this Agreement;
(e) when circumstances arise, advising on issues relating to export approvals and licensing under the FSP;
(f) maintaining oversight of the security aspects of the FSP;
(g) recommending amendments to this Agreement; and
(h) any other matters determined by the Parties’ Ministers of Defence.
(6) Upon the prior mutual consent of the Parties, a Party may invite Contractors to participate in the discussions of a Steering Committee meeting for all or part of the sessions.
(7) The Steering Committee may establish task groups or sub-committees or use other existing Defence consultation mechanisms as...
