LEAD OFFICERS. The Lead Chief Executive, the Lead Director of Education and the Lead Chief Finance Officer to the PARTNERIAETH shall be appointed by the Joint Committee and their duties shall include ensuring, as far as possible, that: • actions and decisions required from each Council in relation to the Functions are taken promptly. • each Council provides sufficient and appropriate support to secure effective delivery of the Functions.
LEAD OFFICERS. Lead Officers for each service are identified in the service specifications 13 INTERNAL APPROVALS In addition to approval being given at JSCG, there should be sign off of the following schemes included in this Schedule approved as part of the Section 75 Agreement, as required: • Out of Borough Placements for children with Complex needs; Continuing health care – Children with Complex Needs Panel and Care Resource Management Panel • Public Health at Public Health Commissioning Board.
LEAD OFFICERS. 4.1 The Health Body will as a requirement of the MOU nominate a lead director or “champion” within each health body. The names and contact details for the “Champions” are contained in appendix 1.These may be subject to change during anticipated NHS reorganisations.
4.2 The Chief Constable of each Police Force will nominate a lead officer within the Force to lead on issues relating to the investigation and prosecution of offenders responsible for violence and aggression against NHS staff and professionals. This will be at strategic level an officer of ACPO rank. However, the MOU envisages that the practical interpretation of the MOU will take place at local level by the Divisional Commander or his/her Deputy (hereinafter referred to as “Divisional Commander”). The names and contact details for the Lead Officer and Divisional Commanders are contained in appendix 2
LEAD OFFICERS. 7.1 Each Council shall appoint one of its officers to be the Authority Lead Officer.
7.2 Each Council’s Lead Officer shall be responsible to the Partnership Board for ensuring that his/her Council provides the support necessary to secure the effective achievement of the Project and compliance with the Project Agreement. In this context, “support” shall include the involvement and time of capable officers, the provision of information and the prompt consideration of matters referred to his/her Council for determination
7.3 A Lead Officer may be any appropriate officer of a Council
7.4 The Lead Officers acting jointly shall have the power to make decisions and recommendations within its Terms of Reference as set out in Schedule 2 (Lead Officers Terms of Reference) but shall not have power to approve any Partnership Board Matter or any Matter Reserved To The Councils pursuant to Clause 5.1.3.
7.5 Notwithstanding the above, the following specific functions are given to the Lead Officers:-
7.5.1 prior approval of all reports for decision by the Partnership Board save if impractical in the case of a special meeting; and
7.5.2 monitor:
(a) the Annual Cost; and
(b) the payments to AGRIVERT for services delivered under the Project Agreement against the overall forecast Unitary Charge for each Contract Year.
LEAD OFFICERS. Council Xxxxxx Xxxxxxxxx Director of Care and Health, Deputy Chief Officer CCG Xxxxx Xxxxx Accountable Officer 15 RISK AND GAIN SHARE ARRANGEMENTS The risk and gain share in the first Financial Year of the First Pooled Fund is as set out in paragraph 4 of Schedule 3 (Financial Arrangements, Risk and Gains Share and Overspends). 16 DURATION and EXIT STRATEGY As set out in Clause 22 and each Individual Scheme as appropriate.
LEAD OFFICERS. Council – Director of Adult Safeguarding, Social Care and Health Services CCG – Borough Director
LEAD OFFICERS. Council – Director of Children’s and Adult’s Services CCG – Managing Director
LEAD OFFICERS. It is the responsibility of lead officers to drive the delivery of the outcomes by providing clear leadership and direction. They have the flexibility to put in place appropriate structures, or use existing structures, to deal with the delivery of the local outcomes e.g. developing plans to deliver across more than one outcome. The key output for the Outcome Delivery Groups are Outcome Delivery Plans (Action plans for the delivery of the SOA local outcomes). Other outputs and/or outcomes are: Better partnership working, adding value Fewer plans/plans aligned better Enhanced services through pooled budgets/joint ventures etc SMARTer use of resources Better understanding across partners of what is being delivered, therefore better gap analysis and targeting of partnership working/resources. Lead officers are tasked with: Identifying where existing delivery mechanisms can be used to achieve the outcome e.g. Integrated Children’s Services Plan, Inverclyde Drug and Alcohol Forum etc; Identifying who should be involved in their Outcome Delivery Group, seeking to get all the right people around the table who can assist with delivery of actions; Establishing delivery/action plans to implement the agreed outcome(s), targets and milestones (supported by the SOA Programme Manager) which will be delivered on a partnership basis to explore the opportunity to fill any gaps in service delivery, or which will better co-ordinate existing work taking place in regard to their local outcome; Challenging existing arrangements and raising questions about the way we deliver services to identify if there are better methods of delivery; Identifying where lead officers might want to merge their groups to develop delivery plans; Developing a coherent approach to partnership working in Inverclyde, rationalising partnerships and plans where appropriate; developing an informed approach, utilising policy contexts and analysis of available statistics, sharing knowledge and information; Identifying opportunities for projects which could take place across more than one outcome area; Producing performance monitoring reports in relation to the outcome, indicators and targets to SOA Programme Board and Scottish Government via Annual Performance Report, with support from the SOA Programme Manager; Preparing progress reports covering achievements for presentation to the Programme Board and Inverclyde Alliance Board; Ensuring involvement of community, voluntary se...
LEAD OFFICERS. Parnt er Name of Lead Officer Addess Telephone Nmbuer Email Addess Fax Nbuer Council CCG 15 INTERNAL APPROVALS
16.1 The cost of new and exended pes n der he Scheme will be met by eh CCGs and herefore no ir sk iarsh ng n gemenst e equied. 22 This is il kely to be diffeent to what te Partners odinariy incld e given the natrue of the Individual Sceme btu so ud be inclded as relevant in any event. 23 This is nil kely to be relevant as the costs of the cae packages nder te Individual Sceme ae being fuyl funded by healt.
16.2 Under Scheme2 of the Programme the risk to the CCGs is limited to a maximum of six weeks funding for each service user receiving a new or enhanced package of care.
