Ways of Working. At the beginning of each quarter, or by reference to the agreed funding terms for individual programmes, TfN will provide the Department with an analysis of actual expenditure incurred in the previous quarter, the current cash balance held together with a forward look of planned expenditure over the next quarter. This analysis will be carried out at individual programme level i.e. core activities, NPR and IST. The cash pay over to TfN from the Department will then be calculated by taking the current cash balances for each programme plus the planned expenditure for the following quarter plus/minus an adjustment to ensure the minimum cash reserve is rebalanced.
Ways of Working. 2.3.1. The Freeport will be assigned a lead within the DLUHC Freeports Delivery Team who will act as a central interface for the Governing Body to interact with HMG on the delivery of the Freeport and its strategic objectives (‘DLUHC Freeport Lead’). This will help ensure that the Freeport is receiving the expertise and input it needs from across HMG departments to enable the Freeport to deliver against its FBC. In addition, DLUHC will support Freeports through:
a) Continuous improvement and policy learning, for example by using monitoring and evaluation to generate evidence and insights to inform improvements in Freeport delivery and adaptation of policy;
b) Providing sector support, exploring areas where Freeports strongly align with national and sectoral economic strategies;
c) Exploring opportunities to access further benefits across HMG, considering areas to leverage policies, schemes, and support for the Freeport;
d) Cross-programme collaboration, enabling opportunities for Freeports to collaborate, facilitating lesson-learning and shared programme learning;
e) Providing sufficient specialist and technical resource to support the delivery of the programme until 31 March 2025. DLUHC is unable to provide commitment beyond the current Spending Review period, though they commit to consulting with the Freeport on plans beyond 31 March 2025 when it is right to do so;
f) DLUHC will ensure the Freeport is consulted should there be the opportunity for any new benefits related to the programme.
2.3.2. BEIS will hold quarterly meetings with the Freeport innovation lead(s) to understand progress on the innovation strategy and the barriers to innovation the Freeport is facing. BEIS will help the Freeport address these barriers where possible, including ensuring the Freeport is connected to the correct teams across government to provide them with support.
2.3.3. On trade and investment, the Freeport will be supported by the DIT in leveraging the export and support services which the Department offers to provide additionality above and beyond what the Freeport is able to deliver itself.
2.3.4. The DIT Freeports team will act as the central contact point for accessing DIT services and capabilities, and the Freeport will endeavour to ensure regular dialogue with DIT through bi-monthly check-in meetings. DIT will ensure the Freeport is consulted in relation to strategic investment and export promotion activity conducted by DIT and will ensure the Freeport is notified ...
Ways of Working. To achieve this we will work in alliance with each other operating with mutual respect and mutual accountability. We will keep the residents of Luton informed of joint plans, adopting a co-production approach to transformation based soundly on the Luton voice and where it is required, conducting formal consultation. The Council and ICB will ensure that all colleagues and teams are aware of the agreed ways of working and any associated agreements or guidance. This Schedule does not replace the legal framework or responsibilities of the two statutory organisations. It recognises the complexity of how the health and care system currently work and interact with each other to provide the best possible care and services. The following behaviours should support joint governance arrangements between the ICB and council for place based jointly agreed plans. • One Luton Unified Leadership Team • Work as ‘One Luton’ driving agreed priorities through the Luton At Place Board and the designated collaborative delivery groups, focus groups and task and finish groups. • Collectively champion Luton xx x place of aspirations and achievements; a place with people at its heart. • Embed a strong collaborative and population health management approach, addressing the wider determinants of health and inequalities, to maximise outcomes for the people of Luton. • Facilitate stronger relationships across the system, to proactively identify, define, agree and drive the delivery of collective priorities for Luton. • Agree a single Luton SRO for each function with aligned resources for delivery. • Have the 'right conversation' in the ‘right meeting’, with ‘pre-considered decisive outcomes’ once, where possible. • Support each other to deliver 'sovereign' Legislative Responsibilities • Be clear on how statutory / legal functions are being discharged and agree whether any legal sign off is required for any joint activities • Agree Joint Business Planning • Bring together senior leaders and partners through the Luton At Place Board, to drive and facilitate partnership working with a common vision and purpose, to strategically shape the Luton priorities as set out in the 2021-2026 At Place Board Priorities Plan • Build key performance indicators and develop reporting requirements for tracking delivery on shared endeavours and evidencing improved population health outcomes for the people of Luton. • Establish a system wide ethos that supports open and transparent working practices • Streng...
Ways of Working. NHS England supports a working environment in which respect at work is paramount, recognising that everyone has the right to be treated with consideration, dignity and respect. A workplace environment which is free from hostility, where contributions are fully recognised and valued by all enables people to contribute more effectively to organisational success and to achieve higher levels of job satisfaction. All aspects of our business, including the relationships we create, our approach to work and the decisions we make are built upon the NHS values, as set out in NHS Constitution. Our values are a commitment to quality of care, working together for patients, improving lives, compassion, respect and dignity and belief that everyone counts. This document is underpinned by our values to help us deliver health and high quality care for all, now and for future generations. In performing their obligations under this Agreement, NHSE and CCGs will:- At all times act in good faith towards each other; At all times exercise functions effectively, efficiently and economically Act in a timely manner; Share information and best practice and work collaboratively to identify solutions, eliminate duplication of effort, mitigate risk and reduce cost; At all times observe relevant statutory powers, requirements and best practice to ensure compliance with applicable laws and standards, including those governing procurement, and Information Law; and Have regard to the needs and views of the other Party and as far as is lawful and reasonably practicable, take such needs and views into account.
Ways of Working. The parties agree that they will work together to develop new practices consistent with the Collective Agreement. Recognizing that practices evolve, the parties will work together toward mutually agreed practices established after the effective date of this Collective Agreement. The parties agree that the existing compensation or benefits covered by benefit plans, which may be more favorable in any aspect than provided herein, will be continued whether or not referred to in this Collective Agreement.
Ways of Working. We will establish enabling structures to support relationship building, collaboration and co-production. Proposals for moving forward key structures and agreements include the development of:
Ways of Working. The ways of working between the organisations will be at national and local trust level and will cover strategic, operational and cultural issues: • Strategic –the organisations will seek to develop a shared vision for the NHS, align our strategies, and support each other to achieve our respective strategic objectives; • Operational – where the organisations will develop clear approaches to dealing coherently and effectively with a range of operational matters (eg streamlining the end-to-end assessment process).
Ways of Working. 1. SPCF will work to increase the range of parents and carers involved in co- production through growing the number of parents and carers Representatives and supporting the involvement of the general membership in specific activities and specific membership reflecting Suffolk communities.
2. The SPCF Management Committee will have a broad membership with the aim to include members with children in primary, secondary, and post-16 age groups and with lived experience of early years.
3. SCC and the ICBs will commit to facilitating active parents and carers involvement by scheduling events and activities wherever possible at times that are most convenient to those with caring responsibilities.
4. SCC and ICBs will provide SPCF with clear, comprehensive, jargon free, timely information to enable members to make informed decisions and choices.
5. Meeting papers including presentations will be sent to all parties 5 working days in advance of meetings whenever possible. To achieve this, all meeting papers by any party must be submitted to the meeting organiser at least 6 working days prior to the meeting taking place.
6. To support the partnership working SPCF will share the MOU and a summary document detailing what coproduction is, and the need for papers and 1 Parent carer participation is when parents and professionals work together, recognising each other’s expert knowledge, to design, develop and improve services for disabled children in the local area.
Ways of Working. 3.1 Both parties will commit to working through this agreement in the following way
3.1.1 Being open and actively engaging
3.1.2 Making things happen
3.1.3 Being positive about working with others
3.1.4 Working in partnership with a range of public, private, community and voluntary organisations
3.1.5 Making decisions at the right time and level
3.1.6 Making services easy to reach
3.1.7 Encouraging mutual learning and continuous improvement through establishing appropriate “space” and process for reflection
3.2 Where one Party considers that the other Party has not acted on one of these principles, this feedback shall be given and received in an open, supporting and honest way and will be considered appropriately and not to the detriment of this agreement.
