Common use of Supervisory Clause in Contracts

Supervisory. The ACRO/UKCA Governance Board will: 14.3.1 Provide advice on the appointment of the ACRO Chief Executive; 14.3.2 Appraise and monitor the performance of the ACRO Chief Executive; 14.3.3 Receive regular reports from the Chief Executive and other ACRO functional leads; 14.3.4 Monitor the performance of ACRO to ensure that the documented Strategy and Service Plan are being delivered in accordance with the requirements and priorities of the UK police service and other stakeholders. In particular, the Board will monitor delivery of the Home Office’-EsCR;obligations for th 14.3.5 Recommend remedial actions where ACRO’s perfo delivering the agreed strategy and operational priorities; 14.3.6 Monitor the risk management arrangements in place to make sure they are effective, there is regular re-appraisal of risks, and that there are effective internal controls to satisfactorily mitigate/manage risk; 14.3.7 Help ensure value for money is being pursued and there is a strategy for successfully delivering the ACRO strategic imperatives within funding constraints; 14.3.8 Oversee the sound financial management of ACRO, the distribution of responsibilities and scrutinise the allocation of resources within the agency in line with its functions and priorities; 14.3.9 Help ensure there are good practice operational policies and procedures in place for ACRO’s key functions; 14.3.10 Assure the relationship with the Home Office in relation to operational delivery, reporting, budgeting and funding matters; 14.3.11 Assure ACRO’s StrPalatn eangdyAn,nuaSl eBurdvgeit,cfoellowing recommendation from the Audit and Risk Committee (if in place); 14.3.12 Oversee ACRO’s financial statements and Annual R from the Audit and Risk Committee (if in place); 14.3.13 Promote the overall culture and values of ACRO, and the behaviours and standards required of its staff; 14.3.14 Help ensure that ACRO has the capability to deliver and to plan to meet current and future needs; 14.3.15 Receive reports from Board committees and determine issues raised; and 14.3.16 Receive recommendations from Board committees and the Chief Executive about proposals for appointment of professional advisors and other suppliers where appropriate, and advise the Chief Officer for the Host Force thereon.

Supervisory. The ACRO/UKCA Governance Board will: 14.3.1 Provide advice on the appointment of the ACRO Chief Executive; 14.3.2 Appraise and monitor the performance of the ACRO Chief Executive; 14.3.3 Receive regular reports from the Chief Executive and other ACRO functional leads; 14.3.4 Monitor the performance of ACRO to ensure that the documented Strategy and Service Plan are being delivered in accordance with the requirements and priorities of the UK police service and other stakeholders. In particular, the Board will monitor delivery of the Home Office’-EsCR;obligations Office’s obligations for ththe UKCA-ECR; 14.3.5 Recommend remedial actions where ACRO’s perfo performance is not satisfactorily delivering the agreed strategy and operational priorities; 14.3.6 Monitor the risk management arrangements in place to make sure they are effective, there is regular re-appraisal of risks, and that there are effective internal controls to satisfactorily mitigate/manage risk; 14.3.7 Help ensure value for money is being pursued and there is a strategy for successfully delivering the ACRO strategic imperatives within funding constraints; 14.3.8 Oversee the sound financial management of ACRO, the distribution of responsibilities and scrutinise the allocation of resources within the agency in line with its functions and priorities; 14.3.9 Help ensure there are good practice operational policies and procedures in place for ACRO’s key functions; 14.3.10 Assure the relationship with the Home Office in relation to operational delivery, reporting, budgeting and funding matters; 14.3.11 Assure ACRO’s StrPalatn eangdyAn,nuaSl eBurdvgeit,cfoellowing Strategy, Service Plan and Annual Budget, following recommendation from the Audit and Risk Committee (if in place); 14.3.12 Oversee ACRO’s financial statements and Annual R Report following a recommendation from the Audit and Risk Committee (if in place); 14.3.13 Promote the overall culture and values of ACRO, and the behaviours and standards required of its staff; 14.3.14 Help ensure that ACRO has the capability to deliver and to plan to meet current and future needs; 14.3.15 Receive reports from Board committees and determine issues raised; and 14.3.16 Receive recommendations from Board committees and the Chief Executive about proposals for appointment of professional advisors and other suppliers where appropriate, and advise the Chief Officer for the Host Force thereon.

Supervisory. The ACRO/UKCA Governance Board will: 14.3.1 Provide advice on the appointment of the ACRO Chief Executive; 14.3.2 Appraise and monitor the performance of the ACRO Chief Executive; 14.3.3 Receive regular reports from the Chief Executive and other ACRO functional leads; 14.3.4 Monitor the performance of ACRO to ensure that the documented Strategy and Service Plan are being delivered in accordance with the requirements and priorities of the UK police service and other stakeholders. In particular, the Board will monitor delivery of the Home Office’-EsCR;obligations for th 14.3.5 Recommend remedial actions where ACROXXXX’s perfo delivering the agreed strategy and operational priorities; 14.3.6 Monitor the risk management arrangements in place to make sure they are effective, there is regular re-appraisal of risks, and that there are effective internal controls to satisfactorily mitigate/manage risk; 14.3.7 Help ensure value for money is being pursued and there is a strategy for successfully delivering the ACRO strategic imperatives within funding constraints; 14.3.8 Oversee the sound financial management of ACRO, the distribution of responsibilities and scrutinise the allocation of resources within the agency in line with its functions and priorities; 14.3.9 Help ensure there are good practice operational policies and procedures in place for ACRO’s key functions; 14.3.10 Assure the relationship with the Home Office in relation to operational delivery, reporting, budgeting and funding matters; 14.3.11 Assure ACRO’s StrPalatn eangdyAn,nuaSl eBurdvgeit,cfoellowing recommendation from the Audit and Risk Committee (if in place); 14.3.12 Oversee ACRO’s financial statements and Annual R from the Audit and Risk Committee (if in place); 14.3.13 Promote the overall culture and values of ACRO, and the behaviours and standards required of its staff; 14.3.14 Help ensure that ACRO has the capability to deliver and to plan to meet current and future needs; 14.3.15 Receive reports from Board committees and determine issues raised; and 14.3.16 Receive recommendations from Board committees and the Chief Executive about proposals for appointment of professional advisors and other suppliers where appropriate, and advise the Chief Officer for the Host Force thereon.

Supervisory. The ACRO/UKCA Governance Board will: 14.3.1 Provide advice on the appointment of the ACRO Chief Executive; 14.3.2 Appraise and monitor the performance of the ACRO Chief Executive; 14.3.3 Receive regular reports from the Chief Executive and other ACRO functional leads; 14.3.4 Monitor the performance of ACRO to ensure that the documented Strategy and Service Plan are being delivered in accordance with the requirements and priorities of the UK police service and other stakeholders. In particular, the Board will monitor delivery of the Home Office’-EsCR;obligations Office’s obligations for ththe UKCA-ECR; 14.3.5 Recommend remedial actions where ACROXXXX’s perfo performance is not satisfactorily delivering the agreed strategy and operational priorities; 14.3.6 Monitor the risk management arrangements in place to make sure they are effective, there is regular re-appraisal of risks, and that there are effective internal controls to satisfactorily mitigate/manage risk; 14.3.7 Help ensure value for money is being pursued and there is a strategy for successfully delivering the ACRO strategic imperatives within funding constraints; 14.3.8 Oversee the sound financial management of ACRO, the distribution of responsibilities and scrutinise the allocation of resources within the agency in line with its functions and priorities; 14.3.9 Help ensure there are good practice operational policies and procedures in place for ACRO’s key functions; 14.3.10 Assure the relationship with the Home Office in relation to operational delivery, reporting, budgeting and funding matters; 14.3.11 Assure ACRO’s StrPalatn eangdyAn,nuaSl eBurdvgeit,cfoellowing Strategy, Service Plan and Annual Budget, following recommendation from the Audit and Risk Committee (if in place); 14.3.12 Oversee ACRO’s financial statements and Annual R Report following a recommendation from the Audit and Risk Committee (if in place); 14.3.13 Promote the overall culture and values of ACRO, and the behaviours and standards required of its staff; 14.3.14 Help ensure that ACRO has the capability to deliver and to plan to meet current and future needs; 14.3.15 Receive reports from Board committees and determine issues raised; and 14.3.16 Receive recommendations from Board committees and the Chief Executive about proposals for appointment of professional advisors and other suppliers where appropriate, and advise the Chief Officer for the Host Force thereon.