PARTNERSHIP GOVERNANCE. St Helens Peoples Board shall provide the overall strategic direction in accordance with its remit set out in the 2012 Act to promote integrated health and social care services (local care system) and to support Section 75
PARTNERSHIP GOVERNANCE. The Parties recognise this partnership will evolve and mature over the life of the Partnership Agreement. To support continual improvements to the partnership, formal reviews of the Partnership Agreement will be undertaken at years three, six and nine with terms of the review to be agreed by the Parties.
PARTNERSHIP GOVERNANCE. 7.1 Powers Exercisable by the Limited Partner 39 7.2 Amendment to Partnership Agreement 40 7.3 Assignment of Partnership Interests 40
PARTNERSHIP GOVERNANCE. The Isle of Wight Council and Isle Help CIC have agreed that the partnership should be managed on behalf of the partners by a Strategic Partnership Steering Group. • The relevant member of the Isle of Wight Council Executive • Two senior Isle of Wight Council officers with related service responsibilities. • Three Trustees or equivalent representatives from individual and different Isle Help CIC members • Two officers of Chief Executive level from Isle Help CIC The steering group will invite further members on to the group from time to time, but the requirement for agreement between the council and Isle Help CIC on all matters affecting both parties will remain in place. From time to time, the steering group will invite additional people to attend board meetings on a time-limited basis in order to strengthen the group and its functioning. The Chairman of the group will be selected from the council Executive member or the Trustee level members of Isle Help CIC. Selection of a chair will be by consensus. The Chair will be appointed for the term of the agreement. The steering group will be quorate if there is one member of the council Executive or their nominated representative, at least one Trustee representative from Isle Help CIC, and at least one officer of the council and of Isle Help CIC.
PARTNERSHIP GOVERNANCE. While there is general agreement that the structures and processes in place are supporting a more productive Partnership, the Parties acknowledged that the Partnership is still maturing and offered suggestions that could improve governance processes, including: • Meetings could be reformatted to focus on negotiations and decision-making rather than the consideration of proposals or presentation of reports, while still acknowledging that Joint Council architecture and targets are sufficient. The terms of reference currently state that agenda items should support “strategic priorities” of the Joint Council or “urgent matters” – governance for the Joint Council may be bolstered by clarifying the parameters of these strategic priorities • Chief Ministers and Premiers could brief their fellow Ministers, ensuring that they fully grasp and support the notion of working in partnership with Aboriginal and Xxxxxx Xxxxxx Islander partners • Encouragement of more robust discussions at the jurisdictional level - one participant felt that their jurisdictional governance meetings were far too polite, with Aboriginal organisations primarily engaging through scripted responses • The data and evidence base for decision-making could be improved (eg, improving monitoring and evaluation mechanisms for Aboriginal related government spending in jurisdictions).
PARTNERSHIP GOVERNANCE. The Partner and the Council shall comply with the Partnership Framework as set out in Schedule 15 (Partnership Framework) and participate in the governance arrangement, groups and boards for the Partnership as set out in Schedule 15 (Partnership Framework).
PARTNERSHIP GOVERNANCE. 8.1. The Project shall operate in accordance with the following governance model:
8.2. A terms of reference document will be created and made available for each governance group as they become established to support the Project.
8.3. One senior representative from each Party will be represented at the Project Board and a DfE representative. The Project Board will have overall oversight, assurance and decision-making powers for all Project activities.
8.4. The Project Board shall be chaired for Xxxx Xxxxxxx, Chief Executive of the Lead Authority or an alternative senior representative nominated by Xxxx Xxxxxxx in her absence. It is the intention that any decision of the Project Board shall be made by the consensus of the Project Board members in attendance at the Project Board meeting.
8.5. Each Partner must provide representation at every Project Board to ensure that each Local Authority is given oversight of the Project and involved in decision making. Each Partner’s Project Board Representative shall agree to report from and to their Local Authority any risks and issues relating to their involvement in the Project and provide support to their local authority to progress Project activities.
8.6. The five sub-groups identified in Clause 8.1 shall report into the Project Team.
8.7. The Lead authority and the Project Team will attend regular meetings with the DfE. Details of these joint meetings will be reported to the Project Board
PARTNERSHIP GOVERNANCE. The general partner of MergerCo at the Effective Time shall be the general partner of the Surviving Partnership.
PARTNERSHIP GOVERNANCE. 9.1 The partnership between KAL and the Council has been successfully managed in recent years through a series of Operational Management Groups (OMG), with membership from both organisations.
9.2 There are three main groups which usually meet quarterly – Finance, Capital, and Partnership Performance – supplemented with a client relationship function between the KAL Chief Executive and Head of Public Health.
9.3 It is intended that these arrangements will continue, with the specific responsibility for monitoring progress and impact in achieving these specific outcomes being the responsibility of the Partnership Performance OMG.
9.4 It is likely that each organisation will have separate internal groups that meet as necessary, to ensure that the representatives on the OMG’s are effectively representing the broader organisation, although having a common representative from both KAL and the Council on each group helps ensure consistency.
9.5 The KAL annual report to the Council will set out the performance and impact made against these key priorities and the identified outcomes. Council officers will then present the report to Cabinet.
9.6 Council officers will support KAL to bring a partnership update to full Council at least every 2 years. This presentation has been most effective when delivered and led by XXX Trustees and presents an opportunity for KAL to showcase their achievements to all the Elected Members.
9.7 A proposed model of the Partnership Operational Governance overview structure is set out in Appendix 1.
PARTNERSHIP GOVERNANCE. The Partnership shall be governed by two or more Individual General Partners as such number is fixed pursuant to Section 3.02 and Technology Funding Ltd. as to one vote. All matters, except as provided in Sections 3.04 and 3.05, shall be determined by a majority combined vote of Individual General Partners and Technology Funding Ltd.
