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
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.
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 Cognizant and Xxxxxxx Proprietary and Confidential and Privileged 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 Delivering Community Services in Partnership (DCSP) Policy seeks to improve outcomes for all Western Australians by building a genuine partnership between the public and not-for-profit community services sectors in the policy, planning and delivery of sustainable community services in Western Australia. The government agency and service provider are required to engage in a manner that is consistent with the partnership principles and behaviours, which can be found on page 6 of the DCSP Policy. The service agreement manager and service provider are responsible for ongoing management of these requirements and must comply with other relevant procurement policy, procedural, reporting, record keeping and contractual obligations. RELATIONSHIP MANAGEMENT [This section details how the government agency will work together with the service provider(s) over the course of the service agreement.] ROLE OF THE SERVICE AGREEMENT MANAGER The service agreement manager is responsible for both relationship and service agreement management. The service agreement manager must: perform all the day to day administrative tasks to ensure the service agreement operates effectively; ensure that all relevant legislation, policies and organisational requirements are adhered to; develop an internal/ external communication plan to ensure that services are delivered as specified in the service agreement; ensure that all contractual requirements and obligations are met; ensure that all KPIs and service level outcomes are met; and develop working relationships with all relevant internal and external stakeholders involved in the service agreement. Key contact details State party contact details Name Title Address Phone Email Service provider(s) contact details [Include information for all key contacts within the service provider’s organisation. Edit tables as required. Where there are multiple service providers, duplicate these tables as required.] Name Title Address Phone Email Stakeholders’ roles and responsibilities The service agreement manager will deal with a number of internal and external stakeholders in the delivery of the service agreement. Specific roles have been assigned to manage the delivery of the service agreement and relationships with stakeholders. The tables below outline the stakeholders and their respective roles and responsibilities for the delivery and management of this service agreement (e.g. delegated authority or executive, government agency staff, client refe...
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.
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.
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.
