Monitoring arrangements and key interactions. Criminal Justice Governance will hold two formal governance meetings with the Inspectorate per year (or more if necessary). These meetings will consider, as required: ⮚ Delivery of the Inspectorate’s Strategic Plan and its annual business plan(s); ⮚ Progress against the targets set out in the annual PDA; ⮚ Procurement, financial management and budgetary matters; ⮚ Human resource issues including staffing, training and industrial relations matters; ⮚ Internal control and risk management; ⮚ Data protection and security; ⮚ Any internal governance-related issue; ⮚ Any matter relating to the Inspectorate that has been the subject of, or may give rise to, public commentary or scrutiny; ⮚ Any matter that might impact on the reputation of the Inspectorate; ⮚ Any other matter comprehended in, or arising from, this Agreement. Outside of the aforementioned governance meetings there will continue to be regular, less formal interactions between the Inspectorate and the Department in accordance with the business needs and mutual commitments of each party. In this context, informal and unscheduled contact forms an integral part of the relationship between the parties.
Monitoring arrangements and key interactions. Criminal Justice Governance will hold two formal governance meetings with GSOC per year (or more if necessary). These meetings will consider, as required: Progress on the implementation of GSOC’s Statement of Strategy and its annual business plan(s); Progress against the targets set out in the annual PDA; Human resource issues including staffing, training and industrial relations matters; Financial management and budgetary matters; ICT management and cyber governance; Risk management, risk reporting and other internal controls; Any internal governance-related issues of note; Updates from the Department regarding relevant criminal justice matters or pending legislation that may impact upon GSOC’s remit or functions; Any matter relating to GSOC that might have been the subject of, or might give rise to, public commentary or scrutiny; Any matter that might impact on the reputation of GSOC; and Any other matter comprehended in, or arising from, this Agreement. Outside of the aforementioned governance meetings there will continue to be regular, less formal interactions between GSOC and the Department in accordance with the business needs and mutual commitments of each party. In this context, informal and unscheduled contact will remain an integral part of the relationship between the parties.
Monitoring arrangements and key interactions. In accordance with the Department’s policy on the monitoring of governance arrangements in relation to the organisations within its remit, Criminal Justice Governance will hold two formal governance meetings with the PSA per year (or more if so required). These meetings will consider, inter alia and as required: • Delivery of the PSA’s Strategic Plan and its annual business plan(s); • Progress against the targets and indicators set out in the annual PDA; • Financial management and budgetary matters; • Human resource issues including staffing, training and industrial relations matters; • Risk management; • Any internal governance-related issue; • Any matter relating to the PSA that might have been the subject of, or might give rise to, public commentary or scrutiny; • Any matter that might impact on the reputation of the PSA; • Any other matter comprehended in, or arising from, this Agreement. Within six months of the signing of this Agreement, Criminal Justice Governance will attend a meeting of the Board to discuss matters of mutual interest. Outside of the aforementioned meetings there will continue to be regular, less formal interactions between the PSA and the Department in accordance with the business needs and obligations of each party. In this context, informal and unscheduled contact (whether face-to-face or by email or telephone) forms an integral part of the relationship between the parties.
Monitoring arrangements and key interactions. The Department of Justice and Equality commits to a formal meeting at least twice annually between the Director of Civil Justice and Equality Governance and the CEO of the Property Services Regulatory Authority. These will be supplemented by less formal interactions between the PSRA and the Department in accordance with the business needs and mutual commitments of each party.
Monitoring arrangements and key interactions. In accordance with the Department’s policy on the monitoring of governance arrangements in relation to the organisations within its remit, Criminal Justice Governance will hold three formal governance meetings with the Probation Service per year (or more if required). At least two of these meetings will be chaired by the Head of Criminal Justice Governance and attended by the Director of the Probation Service. These meetings will consider, as required: Delivery of the Probation Service Strategic Plan and its annual business plan(s); Progress against the targets and indicators set out in the annual PDA; Financial management and budgetary matters; Human resource issues including staffing, training and industrial relations matters; Risk management; Any internal governance-related issue; Any matter relating to the Probation Service that might have been the subject of, or might give rise to, public commentary or scrutiny; Any matter that might impact on the reputation of the Probation Service; Any other matter comprehended in, or arising from, this Agreement. Outside of the aforementioned governance meetings there will continue to be regular, less formal interactions between the Probation Service and the Department in accordance with the business needs and mutual commitments of each party. In this context, informal and unscheduled contact (whether face-to-face or by email or telephone) between both parties forms an integral part of the relationship between the parties.
Monitoring arrangements and key interactions. Criminal Justice Governance will hold two formal governance meetings with the CEO of the Board per year (or more if so required). These meetings will consider, as required: Delivery of the Board’s annual Business Plan; Compliance with the Board’s statutory obligations; Financial management and budgetary matters; Human resource issues including staffing, training and industrial relations matters; Risk management; Any internal governance-related issue; Any matter relating to the Board that might have been the subject of, or might give rise to, public commentary or scrutiny; Any matter that might impact on the reputation of the Board; Any other matter comprehended in, or arising from, this Agreement. Outside of the aforementioned governance meetings there will continue to be regular, less formal interaction between the CEO and the Department in accordance with their business needs and commitments. In this context, informal and unscheduled contact forms an integral part of the relationship between the parties.
Monitoring arrangements and key interactions. In accordance with the Department’s policy on the monitoring of governance arrangements in relation to the organisations within its remit, the Chief Executive of the PSRA will meet with the Department twice yearly, or more frequently if required by the Department, and will provide an update on developments and achievement of targets as set out in the annual Performance Delivery Agreements. These meetings will be supplemented by less formal interactions between the PSRA and the Department in accordance with the business needs and mutual commitments of each party. The PSRA undertakes to return:
Monitoring arrangements and key interactions. Criminal Justice Governance will hold two formal governance meetings with FSI per year (or more if necessary). These meetings will consider, inter alia and as required: - Delivery of FSI’s Strategic Plan and its annual business plan(s); - Progress against the targets and indicators set out in the annual PDA; - Financial and budgetary management; - Capital expenditure projects, including the development of the new FSI headquarters; - Human resource issues including staffing, training and industrial relations matters; - Risk management; - Any internal governance-related issue; - Any matter relating to FSI that might have been the subject of, or might give rise to, public commentary or scrutiny; - Any matter that might impact on the reputation of FSI; - Any other matter comprehended in, or arising from, this Agreement. Outside of the aforementioned governance meetings there will continue to be regular, less formal interactions between FSI and the Department in accordance with the business needs and mutual commitments of each party. In this context, informal and unscheduled contact (whether face-to-face or by email or telephone) between both parties forms an integral part of their relationship.
Monitoring arrangements and key interactions. In accordance with the Department’s policy on the monitoring of governance arrangements in relation to the organisations within its remit, the Chief Executive of the Legal Aid Board will meet with the Department twice yearly, or more frequently if required by the Department, and to will provide an update on developments and achievement of targets as set out in the annual Performance Delivery Agreements. These meetings will be supplemented by less formal interactions between the Legal Aid Board and the Department in accordance with the business needs and mutual commitments of each party. The Legal Aid Board undertakes to return:
Monitoring arrangements and key interactions. In accordance with the Department’s policy on the monitoring of governance arrangements in relation to the organisations within its remit, Criminal Justice Governance will hold two formal oversight meetings with the OSP per annum (or more if so required). These meetings will consider, as required: Delivery of the OSP’s annual business plan(s); Progress against the targets and indicators set out in the annual PDA; Financial management and budgetary matters; Human resource issues including staffing, training and industrial relations matters; Risk management; Any internal governance-related issue; Any matter relating to the OSP that might have been the subject of, or might give rise to, public commentary or scrutiny; Any matter that might impact on the reputation of the OSP; Any other matter comprehended in, or arising from, this Agreement. Outside of the aforementioned oversight meetings there will continue to be regular, less formal interactions between the OSP and the Department in accordance with the business needs and mutual commitments of each party. In this context, informal and unscheduled contact (whether face-to-face or by email or telephone) forms an integral part of the relationship between the parties.
