Commission for Ethical Standards in Public Life in Scotland

Size: px
Start display at page:

Download "Commission for Ethical Standards in Public Life in Scotland"

Transcription

1 Commission for Ethical Standards in Public Life in Scotland REPORT TO PARLIAMENT Laid before the Scottish Parliament by the Public Appointments Commissioner for Scotland in pursuance of Section 2(8) a of the Public Appointments and Public Bodies etc. (Scotland) Act 2003 (the 2003 Act). TITLE: SUCCESSION PLANNING & REAPPOINTMENTS MATERIAL NON COMPLIANCE WITH THE CODE OF PRACTICE FOR MINISTERIAL APPOINTMENTS TO PUBLIC BODIES IN SCOTLAND MINISTER: ALL SCOTTISH MINISTERS WHO HAVE REAPPOINTED MEMBERS TO THE BOARDS OF REGULATED BODIES SPONSORED BY DIRECTORATES LISTED IN APPENDIX TWO SUMMARY 1. The current Code of Practice for Ministerial Appointments to Public Bodies in Scotland (the 2011 code) came into force on 1 September The 2011 code makes clear the responsibilities of the Scottish Ministers when reappointing board members: Paragraph 2: The Scottish Ministers are responsible for succession planning to ensure boards have the skills and knowledge necessary to fulfil their role economically, efficiently and effectively. They will determine the period for which an appointment, reappointment or extension to an appointment term is to be made based on the needs of the body concerned. Paragraph 3: The Scottish Ministers will consider whether the needs of a board will most effectively be met by an appointment, reappointment or extension to an appointment term. They will balance the continuity provided by reappointment and term extensions with the opportunity to increase the diverse range of relevant skills and knowledge on a board by making a new appointment through open competition. Section I: The skills and knowledge needed by the board are maintained I1: The Scottish Ministers may reappoint a board member to the same position once. Decisions to reappoint will be based on: i. evidence of effective performance during the current term ii. evidence that the member has the skills and knowledge required on the board at the time of reappointment and for the reappointment period. 2. I have reviewed twenty four cases made in support of reappointment and one made in support of a term extension; all were made after 1 September The timing of twenty two of the twenty four reappointment submissions did not enable the Scottish Ministers to acquit their responsibility for succession planning as required by Paragraph 2 of the 2011 code. 3. None of the twenty two was submitted in sufficient time to allow the appointing minister to appoint a replacement through open competition, rather than reappoint

2 the incumbent, should that be the minister s preferred option. This represents noncompliance with Paragraph 3 of the 2011 code. 4. I am not in a position to question the ability of any board member reappointed by Scottish Ministers. In a number of instances, however, material presented to me did not provide evidence of effective performance. In addition, it was not always clear from the material that Scottish Ministers were aware of the needs of the board going forward. Both are requirements of Section I of the 2011 code and apply to reappointment and term extension. 5. Overall, taking points 2, 3, and 4 above together, I have evidence of twenty three cases of non-compliance in a six month period. Details are provided in Appendix Two. 6. I did not consider each individual case where evidence did not meet the code s requirements to represent material non-compliance. This was because I had no evidence that the outcome of the reappointment or term extension would have been different had the process complied with the code s requirements. On each occasion that a reappointment submission was made to me I did indicate my concern about the lack of succession planning. I am of the opinion that the Scottish Ministers continuing inability to meet the requirements of Paragraphs 2 and 3 represents material non-compliance with the 2011 code. In addition, the approach taken to date to demonstrate compliance with the requirements of Section I has not provided reassurance that the Scottish Ministers or their officials are able to comply with the requirements of the code. Karen Carlton Public Appointments Commissioner for Scotland 22 March 2012

3 CONTENTS PAGE Background 4 Current Position 6 Definition of material non-compliance with the code 7 Nature of non-compliance with the code 7 Recommendations 7 Appendices: One Two Three Relevant principles and paragraphs of the 2011 code Instances of non compliance with the 2011 code Relevant requirements of prior codes of practice

4 BACKGROUND I. The Commissioner for Public Appointments in Scotland was appointed on 1 June Initially, the Commissioner adopted the Code of Practice for Ministerial Appointments published by the UK Commissioner as the interim code for Scotland, first informally and then formally following consultation with the Scottish Parliament. That code makes clear the evidence required to support reappointment decisions. Details are contained in appendix three. II. III. IV. The first code developed specifically to reflect the needs of the Scottish ministerial appointments process came into effect on 1 April That code made clear the Scottish Ministers responsibility for succession planning and defined it, so that there could be no doubt about what was required. The 2006 code was specific about the requirement for evidence of effective performance to support reappointment decisions and made clear the fact that performance appraisal was a requirement. Details are contained in appendix three. The 2006 code was developed in consultation with stakeholders and the Scottish Government was actively involved in its development. The Scottish Government was quite clear about, and supported, the reappointment requirements. Reappointment decisions were not routinely scrutinised by the Commissioner but the evidence required to support such decisions had to be retained and made available for retrospective audit. V. A retrospective audit of reappointment activity conducted by the Commissioner and published on 26 June 2009 uncovered significant examples of non-compliance with the 2006 code. This audit reviewed the material supporting the reappointment of fourteen board members to six different Non-Departmental Public Bodies sponsored by different departments within the then Scottish Executive. Against code requirements 29.1, 29.2 & 29.4 (detailed in appendix three) the audit found that 50% of cases reviewed did not meet these individual requirements. In addition the audit found no instance of a submission that met the requirement specified at 29.5 (detailed in appendix three). Findings indicated that the Scottish Ministers based decisions to reappoint fourteen people to the boards of public bodies on incomplete evidence. VI. VII. The Commissioner published her findings and wrote to the then Permanent Secretary asking what steps Scottish Ministers would put in place to ensure compliance with the code and importantly to ensure that reappointment decisions were based on appropriate evidence. A substantive response from the Permanent Secretary advised that new policies and teams would be created to ensure that Scottish Government met the requirements of the 2006 code and that the Scottish Ministers were supported to make informed decisions regarding the future composition of public body boards. The current code was finalised in January 2011, published on 1 April and implemented from 1 September. The period from April to September was designed to provide the Scottish Ministers and their officials with time to develop their people and systems in readiness for the requirements of the new code and the risk-based regulatory framework introduced alongside the code. The code was developed through extensive consultation and, once again, the Scottish Government played an active part in its development.

5 VIII. o o o IX. o o o The 2011 code is designed to provide a framework for ensuring the requirements of the 2003 Act are met by the Scottish Government s appointment practices encourage flexibility of approach to tailor the appointments process to the body, the role and the target audience address areas of past non-compliance by being explicit about certain requirements of the process. The 2011 code is explicit about the need for the Scottish Ministers to plan for succession the requirement for evidence of effective performance by the member being considered for reappointment during his or her current term the requirement for consideration of the needs of the board, at the time of the reappointment and for the reappointment period. The code makes clear that, where any of the code s requirements are considered inappropriate due to prevailing circumstances, the Scottish Ministers will discuss the options open to them with the Commissioner. Thus, where there is uncertainty about the future of a body or the future requirements of its board, this will be discussed and an appropriate course of action agreed. X. Given the foregoing, the requirements for reappointment specified in the 2011 code and its predecessors have been made clear and have been communicated at appropriate levels. There should be no doubt about the requirements. Evidence reviewed by the Commissioner indicates that they are not, and have not been, adequately met. XI. XII. XIII. XIV. In her investigation into reappointment practices the Commissioner reviewed requests to grant term extensions dating back to the period before her appointment. She noted a continuing trend for term extensions to be requested to meet a short term need arising as a result of a failure to plan effectively for the future needs of the board. As far back as 1999 the Office of the Commissioner for Public Appointments highlighted concern at the practices in Scotland. Report CPA/2010/04 presented by the Commissioner to the Standards, Procedures and Public Appointments Committee of the Scottish Parliament in July 2010 identified material non-compliance regarding reappointment practices. Another report identifying non-compliant practices, CPA/2010/1705, was provided to the Scottish Government for consideration in August The fact that reappointment decisions by Scottish Ministers are not being considered in a timely fashion suggests a lack of prioritisation for the public appointments process and a lack of respect for the individuals who give of their time to sit on the boards of public bodies. This is particularly disappointing in light of the assurances previously provided by the Scottish Government; this disappointment is exacerbated by the fact that prior applicable codes have been explicit regarding the requirements for reappointment and succession planning. Overall, it is the Commissioner s opinion that the failure to follow code compliant practices for reappointment and succession planning are endemic.

6 CURRENT POSITION XV. XVI. Information available on the Scottish Government s public appointments website (29 February 2012) indicates that there are at least seventeen board members whose terms will come to an end within a six month period from 1 March To enable the Scottish Ministers to decide whether to fill a position through open competition or to reappoint the current incumbent, advice relating to Section I of the code should by now have been presented to the appointing ministers. If it has not there will be future instances of non-compliance with Paragraphs 2 and 3 and Section I. Each time a decision is taken at too late a stage, the period of notice provided to the board member is inadequate; this applies equally to people who will be and will not be reappointed. This damages confidence in the public appointments process. I am currently hearing from body chairs and members that they have been informed of the decision within days of the expiry of their terms; in some cases they have been informed after their term has ended. XVII. When it is not clear that reappointment decisions are evidence based there are risks to the level of public confidence in the process. Poor succession planning puts the work of boards at risk and demonstrates a lack of respect for members of public body boards. Despite the long-standing requirements for effective succession planning and evidence-based reappointment decisions, it appears that the Scottish Ministers and their officials remain unaware of or unconcerned about the organisational and personal impact of their actions.

7 DEFINITION OF MATERIAL NON-COMPLIANCE WITH THE CODE The 2003 Act does not provide a definition of material non-compliance. It is therefore for the Commissioner to determine whether the actions of the Scottish Ministers represent material non-compliance. In doing so the Commissioner considers the following questions. Were the principles of the code breached? Was any non-compliance with the code not simply of a trivial or minor nature but something more serious or substantive? Did the non-compliance affect, or have the potential to affect, the outcome of the process? NATURE OF NON-COMPLIANCE WITH THE CODE Appendix two lists the instances of non-compliance with the 2011 code. The cumulative effect of the non-compliance means it is a substantive issue. The inability to present the Scottish Ministers with the necessary information at an appropriate time has the potential to affect their appointment decisions. Paragraphs 2 and 3 and Section I of the 2011 code are not being complied with in a material regard. In addition, current practice makes it difficult to determine how the Scottish Ministers are complying with the code s outcome-focused principle: Decisions and actions taken at each stage of an appointment round will enable the Scottish ministers to appoint the applicant(s) who best demonstrate their merit in relation to the role and their ability to contribute effectively to the work of the board in question. This non-compliance has been brought to the attention of the Scottish Ministers on a number of occasions since June In an attempt to encourage compliance the Commissioner offered the Scottish Government the opportunity to specify the improvement action it will take. This is outlined in the following section. RECOMMENDATIONS Prior to submitting this report to the Committee the Scottish Government was provided with the opportunity to specify what they will do to address the succession planning noncompliance. They responded as follows: There are a number of actions currently underway that include - a reorganisation and restructure of the Scottish Government Public Appointments Centre of Expertise (PACE) that will involve the recruitment of more experienced team members - the introduction of experienced diversity staff to PACE to build on the positive work that the centre of expertise has been taking forward - data held on the PACE tracking system used to prompt Scottish Government Directors about appointments/reappointments due to be considered over the next 12 months

8 - during further work to develop the understanding of the public appointment process among members of the Scottish Government Senior Civil Service where they have sponsor team responsibilities - PACE to regularly update the Commission for Ethical Standards in Public Life in Scotland on progress regarding its succession planning and reappointments programme for Ministerial public appointments to Public Bodies in Scotland - PACE will continue to build on its activities promoting public appointment opportunities to a wider and more diverse range of individuals across Scotland s population. The response indicates planned improvement action across the spectrum of ministerial public appointment activity, not only succession and reappointment. As indicated at paragraph VI of the background section in this report, similar assurances of improvement from the previous Permanent Secretary have not been delivered on. It is recommended that the Commission monitors the implementation and impact of the above improvement actions and reports instances of material non-compliance to the Scottish Parliament.

9 APPENDIX ONE RELEVANT CODE PRINCIPLES AND PRACTICES OF THE 2011 CODE Principles Outcome focused Decisions and actions taken at each stage of an appointment round will enable the Scottish Ministers to appoint the applicant(s) who best demonstrate their merit in relation to the role and their ability to contribute effectively to the work of the board in question. Appropriate Decisions and actions taken at each stage of an appointment round will be tailored to the role to be filled and will demonstrate effective use of resources. Decisions and actions will be clear, will promote and demonstrate equality, will be accurately recorded and will be open to independent external scrutiny. Paragraph 2 The Scottish Ministers are responsible for succession planning to ensure boards have the skills and knowledge necessary to fulfil their role economically, efficiently and effectively. They will determine the period for which an appointment, reappointment or extension to an appointment term is to be made based on the needs of the body concerned. Paragraph 3 The Scottish Ministers will consider whether the needs of a board will most effectively be met by an appointment, reappointment or extension to an appointment term. They will balance the continuity provided by reappointment and term extensions with the opportunity to increase the diverse range of relevant skills and knowledge on a board by making a new appointment through open competition. Section I I1 The Scottish Ministers may reappoint a board member to the same position once. Decisions to reappoint will be made on i. Evidence of effective performance during the current term. ii. Evidence that the member has the skills and knowledge required on the board at the time of reappointment and for the reappointment period. I2 The Scottish Ministers may extend a member s reappointment term. Before doing so they will obtain the written agreement of the Commissioner. Decisions to extend terms will be based on i. Evidence of effective performance during the current term. ii. Evidence that the member has the skills and knowledge required on the board at the time of reappointment and for the reappointment period. iii. Evidence that the board member s contribution is necessary to meet a relatively short-term need.

10 APPENDIX TWO INSTANCES OF NON COMPLIANCE WITH 2011 CODE 1 September February 2012 DIRECTORATE REQUEST DATE OF REQUEST LEARNING & JUSTICE LEARNING & JUSTICE ENTERPRISE AND ENVIRONMENT LEARNING & JUSTICE ENTERPRISE & ENVINRONMENT ENTERPRISE & ENVIRONMENT ENTERPRISE & ENVIRONMENT ENTERPRISE & ENVIRONMENT ENTERPRISE & ENVIRONMENT ENTERPRISE & ENVIRONMENT GOVERNANCE & COMMUNITIES LEARNING & JUSTICE LEARNING & JUSTICE TERM END DATE SUCCESSION PLANNED REAPPOINTMENT 26 /10/11 09/12/11 NO NO REAPPOINTMENT 26 /10/11 09/12/11 NO NO REAPPOINTMENT 01/11/11 30/11/11 NO NO REAPPOINTMENT 01/11/11 30/11/11 NO NO REAPPOINTMENT 07/11/11 30/11/11 NO YES REAPPOINTMENT 07/11/11 31/01/12 NO YES REAPPOINTMENT 01/11/11 30/11/11 NO NO TERM EXTENSION 21/11/11 30/04/12 YES NO REAPPOINTMENT 07/11/11 31/12/11 NO NO REAPPOINTMETN 19/12/11 31/12/11 NO NO SECTION I REQUIREMENTS MET REAPPOINTMENT 19/01/12 31/01/12 NO NOT KNOWN REAPPOINTMENT 18/01/12 31/01/12 NO NO REAPPOINTMENT 19/01/12 31/01/12 NO NOT KNOWN REAPPOINTMENT 30/01/12 31/03/12 NO NOT KNOWN REAPPOINTMENT 30/01/12 31/03/12 NO NOT KNOWN REAPPOINTMENT 06/02/12 31/03/12 NO NO REAPPOINTMENT 08/02/12 30/06/12 NO NO *REAPPOINTMENT 09/01/12 31/12/11 NO NO *REAPPOINTMENT 09/01/12 31/12/11 NO NO *REAPPOINTMENT 09/01/12 31/12/11 NO NO *REAPPOINTMENT 09/01/12 31/12/11 NO NO *REAPPOINTMENT 30/11/11 31/10/11 NO NO REAPPOINTMENT 27/02/12 31/08/12 YES NOT KNOWN REAPPOINTMENT 27/02/12 31/08/12 YES NOT KNOWN REAPPOINTMENT 27/02/12 31/03/12 NO NO *In five cases, submissions were received after the date on which members terms ended. 10

11 APPENDIX THREE RELEVANT REQUIREMENTS OF PRIOR CODES OF PRACTICE EXTRACT FROM THE 2006 CODE 5 Ministerial Responsibility 5.1 Scottish Ministers are responsible for the work of our public bodies. They must be confident that public bodies are directed by appropriately skilled and knowledgeable people. In order to be confident that this is the case it is important that Ministers determine in advance of each appointment round the skills, knowledge and personal qualities they will require on the board of the public body at the time of the appointment and to support the future direction of the body concerned. 5.2 The skills, knowledge and personal qualities will be determined by considering: d. any succession planning requirements 29 Re-appointment 29.1 A member may be reappointed for a second term in the same role without open competition, subject to evidence of effective performance if he or she possesses the skills, knowledge and personal qualities required on the board at the time of reappointment. This will require a review of the person specification prior to reappointment Sponsor departments will ensure that every public body has in place and implements regular and transparent performance appraisal process, the outcomes of which are recorded and provide the evidence on which to base a decision to reappoint Performance appraisals are a requirement of re-appointment and the process to be used to appraise performance will form part of the induction provided on initial appointment No-one may be reappointed unless there is evidence of effective performance during their current term of appointment If recommending re-appointment, the sponsor team will prepare a submission to the Minister which will summarise how the member meets the current person specification, and the member s performance to date Where is does not recommend reappointment the sponsor department will prepare a submission to the minister outlining the reasons for this decision. Succession Planning definition A process that ensures that, in anticipation of the expiry of individuals appointment terms, steps are taken to develop existing members or appoint new members to ensure continuity and the retention of necessary knowledge, skills and personal qualities on the board. 11

12 EXTRACT FROM THE INTERIM CODE (2004) Merit (and diversity) principle 2.05 To ensure that existing board members standing for reappointment meet the current criteria and can compete, when appropriate, in an open competition, departments must have in place a meaningful performance appraisal system. Reappointments 3.11 departments will need to establish how many of the members whose terms of office are due to end are eligible for a further term of appointment and meet the current requirements of the board... The decision to reappoint must be taken in a timely manner, and in all cases before the current term expires. b) Performance assessment 3.13 Departments must have in place regular and transparent performance assessment processes that will provide the necessary, robust evidence for considering reappointments: no-one can be reappointed unless they have performed satisfactorily during their current term; it is essential that, for audit purposes and the investigation of complaints, all performance assessments are fully recorded and documented. ( Making Public Appointments offers detailed guidance on undertaking performance assessments.) Reappointment to upper tier bodies First reappointments (ie a second term of office in the same role) may be made subject to a satisfactory performance assessment as set out in paragraph Second reappointments (ie a third term of office in the same role) will be rare; and can only be made if the individual has been considered alongside other applicants in open competition and has proved to be the most suitable candidate. In making this judgement departments can take into account the fact that the current post holder: i) has particular skills or experience essential to efficient functioning of the board; or ii) will provide continuity during a period of change (perhaps when a number of appointments are coming to an end simultaneously or bodies are merging). Reappointment to lower tier bodies Appointees may serve any number of terms providing their performance has been continuously assessed as satisfactory. 12

CIVIL SERVICE COMMISSION. RECRUITMENT PRINCIPLES: review. Consolidation of previous changes and proposed amendments to the explanatory text

CIVIL SERVICE COMMISSION. RECRUITMENT PRINCIPLES: review. Consolidation of previous changes and proposed amendments to the explanatory text CIVIL SERVICE COMMISSION RECRUITMENT PRINCIPLES: review Consolidation of previous changes and proposed amendments to the explanatory text Issue 1. The drafting of the Recruitment Principles explanatory

More information

LORD CHANCELLOR S CODE OF PRACTICE ON THE MANAGEMENT OF RECORDS UNDER

LORD CHANCELLOR S CODE OF PRACTICE ON THE MANAGEMENT OF RECORDS UNDER LORD CHANCELLOR S CODE OF PRACTICE ON THE MANAGEMENT OF RECORDS UNDER SECTION 46 OF THE FREEDOM OF INFORMATION ACT 2000 NOVEMBER 2002 Presented to Parliament by the Lord Chancellor Pursuant to section

More information

Recruitment Principles April 2014 INTRODUCTION... 1 THE LEGAL REQUIREMENT... 1 MEETING THE LEGAL REQUIREMENT... 2. The selection panel...

Recruitment Principles April 2014 INTRODUCTION... 1 THE LEGAL REQUIREMENT... 1 MEETING THE LEGAL REQUIREMENT... 2. The selection panel... RECRUITMENT PRINCIPLES 2014 TABLE OF CONTENTS INTRODUCTION... 1 THE LEGAL REQUIREMENT... 1 MEETING THE LEGAL REQUIREMENT... 2 The selection panel... 2 Information about the role and the appointment process...

More information

Recruitment Principles (April 2012) RECRUITMENT PRINCIPLES. Page 1 of 11

Recruitment Principles (April 2012) RECRUITMENT PRINCIPLES. Page 1 of 11 RECRUITMENT PRINCIPLES Page 1 of 11 1. Section10 of the Constitutional Reform and Governance Act 2010 requires selection for appointment to the Civil Service to be on merit on the basis of fair and open

More information

The NHS Foundation Trust Code of Governance

The NHS Foundation Trust Code of Governance The NHS Foundation Trust Code of Governance www.monitor-nhsft.gov.uk The NHS Foundation Trust Code of Governance 1 Contents 1 Introduction 4 1.1 Why is there a code of governance for NHS foundation trusts?

More information

Agenda item number: 5 FINANCE AND PERFORMANCE MANAGEMENT OVERVIEW AND SCRUTINY COMMITTEE FUTURE WORK PROGRAMME

Agenda item number: 5 FINANCE AND PERFORMANCE MANAGEMENT OVERVIEW AND SCRUTINY COMMITTEE FUTURE WORK PROGRAMME Agenda item number: 5 COMMITTEE FINANCE AND PERFORMANCE MANAGEMENT OVERVIEW AND SCRUTINY COMMITTEE DATE TUESDAY 17 JUNE 2003 TITLE OF REPORT RESPONSIBLE OFFICER FUTURE WORK PROGRAMME Ann Joyce, Head of

More information

Rolls Royce s Corporate Governance ADOPTED BY RESOLUTION OF THE BOARD OF ROLLS ROYCE HOLDINGS PLC ON 16 JANUARY 2015

Rolls Royce s Corporate Governance ADOPTED BY RESOLUTION OF THE BOARD OF ROLLS ROYCE HOLDINGS PLC ON 16 JANUARY 2015 Rolls Royce s Corporate Governance ADOPTED BY RESOLUTION OF THE BOARD OF ROLLS ROYCE HOLDINGS PLC ON 16 JANUARY 2015 Contents INTRODUCTION 2 THE BOARD 3 ROLE OF THE BOARD 5 TERMS OF REFERENCE OF THE NOMINATIONS

More information

GODADDY INC. CORPORATE GOVERNANCE GUIDELINES. Adopted as of February 3, 2015

GODADDY INC. CORPORATE GOVERNANCE GUIDELINES. Adopted as of February 3, 2015 GODADDY INC. CORPORATE GOVERNANCE GUIDELINES Adopted as of February 3, 2015 The following corporate governance guidelines have been adopted by the Board of Directors (the Board ) of GoDaddy Inc. (the Company

More information

Request for feedback on the revised Code of Governance for NHS Foundation Trusts

Request for feedback on the revised Code of Governance for NHS Foundation Trusts Request for feedback on the revised Code of Governance for NHS Foundation Trusts Introduction 8 November 2013 One of Monitor s key objectives is to make sure that public providers are well led. To this

More information

Lord Chancellor s Code of Practice on the management of records issued under section 46 of the Freedom of Information Act 2000

Lord Chancellor s Code of Practice on the management of records issued under section 46 of the Freedom of Information Act 2000 Lord Chancellor s Code of Practice on the management of records issued under section 46 of the Freedom of Information Act 2000 Lord Chancellor s Code of Practice on the management of records issued under

More information

Regulatory Standards of Governance and Financial Management

Regulatory Standards of Governance and Financial Management Regulatory Standards of Governance and Financial Management 5. Regulatory Standards of Governance and Financial Management Introduction 5.1. This section sets out our Regulatory Standards of Governance

More information

Corporate Governance Statement

Corporate Governance Statement Corporate Governance Statement The Board of Directors of APN Outdoor Group Limited (APO) is responsible for the overall corporate governance of APO, including establishing the corporate governance framework

More information

CIVIL SERVICE COMMISSION STRATEGIC FRAMEWORK 2012-2016

CIVIL SERVICE COMMISSION STRATEGIC FRAMEWORK 2012-2016 CIVIL SERVICE COMMISSION STRATEGIC FRAMEWORK 2012-2016 THE CIVIL SERVICE COMMISSION We are established by statute to provide assurance that civil servants are selected on merit on the basis of fair and

More information

Audit and risk assurance committee handbook

Audit and risk assurance committee handbook Audit and risk assurance committee handbook March 2016 Audit and risk assurance committee handbook March 2016 Crown copyright 2016 This publication is licensed under the terms of the Open Government Licence

More information

Business Plan 2016-2017

Business Plan 2016-2017 Business Plan 2016-2017 March 2016 Contents Introduction... 3 About us... 5 Role of Registrar... 5 Objectives for 2016-17... 5 Work programme for 2016/17... 6 Activity 1 Continue to operate an accessible,

More information

SELECTION, APPOINTMENT & RE-APPOINTMENT OF DIRECTORS POLICY

SELECTION, APPOINTMENT & RE-APPOINTMENT OF DIRECTORS POLICY SELECTION, APPOINTMENT & RE-APPOINTMENT OF DIRECTORS POLICY 1 SELECTION, APPOINTMENT & RE-APPOINTMENT OF DIRECTORS POLICY 1 PURPOSE OF THE POLICY 1.1 The policy is to ensure the Board of Centamin plc (the

More information

Financial Management Framework >> Overview Diagram

Financial Management Framework >> Overview Diagram June 2012 The State of Queensland (Queensland Treasury) June 2012 Except where otherwise noted you are free to copy, communicate and adapt this work, as long as you attribute the authors. This document

More information

GOVERNANCE AND ACCOUNTILIBILITY FRAMEWORK 2012-2013

GOVERNANCE AND ACCOUNTILIBILITY FRAMEWORK 2012-2013 Schedule 4.1 STANDING ORDERS FOR THE WELSH HEALTH SPECIALISED SERVICES COMMITTEE See separate document: Schedule 4.1 This Schedule forms part of, and shall have effect as if incorporated in the Local Health

More information

Item: 16 Page: 5. 1. Purpose

Item: 16 Page: 5. 1. Purpose Item: 16 Page: 5 1. Purpose 1.1 Improving Choice in Verification of Building Standards. A Scottish Government consultation on the introduction of the National House Building Council (NHBC) for the verification

More information

CQC Corporate Governance Framework

CQC Corporate Governance Framework CQC Corporate Governance Framework Introduction This document describes the components of CQC s Corporate Governance Framework: what it is intended to achieve, what the components of the Framework are

More information

Appendix 14 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT

Appendix 14 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT Appendix 14 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT The Code This Code sets out the principles of good corporate governance, and two levels of recommendations: code provisions; and recommended

More information

October 2014. Board Member Recruitment

October 2014. Board Member Recruitment October 2014 Board Member Recruitment Queens Cross Housing Association is an innovative and dynamic communitybased housing association located in the north west of Glasgow. The housing sector is facing

More information

Civil Aviation Authority. Regulatory Enforcement Policy

Civil Aviation Authority. Regulatory Enforcement Policy Civil Aviation Authority Regulatory Enforcement Policy PAGE 2 REGULATORY ENFORCEMENT POLICY Civil Aviation Authority This policy is subject to a phased implementation process please therefore check applicability

More information

Nomination & Remuneration Policy

Nomination & Remuneration Policy Nomination & Remuneration Policy I. PREAMBLE Pursuant to Section 178 of the Companies Act, 2013 and Clause 49 of the Listing Agreement, the Board of Directors of every listed Company shall constitute the

More information

NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY INFORMATION GOVERNANCE TOOLKIT REPORT

NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY INFORMATION GOVERNANCE TOOLKIT REPORT NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY INFORMATION GOVERNANCE TOOLKIT REPORT 9.7 Date of the meeting 15/07/2015 Author Sponsoring Clinician Purpose of Report Recommendation J Green - Head

More information

Revised Scheme of Service. for Accountants

Revised Scheme of Service. for Accountants REPUBLIC OF KENYA Revised Scheme of Service for Accountants April, 2009 ISSUED BY THE PERMANENT SECRETARY, MINISTRY OF STATE FOR PUBLIC SERVICE OFFICE OF THE PRIME MINISTER NAIROBI 2 3 REVISED SCHEME OF

More information

CODE OF CORPORATE GOVERNANCE. and CODE OF PRACTICE FOR BOARD MEMBERS

CODE OF CORPORATE GOVERNANCE. and CODE OF PRACTICE FOR BOARD MEMBERS CODE OF CORPORATE GOVERNANCE and CODE OF PRACTICE FOR BOARD MEMBERS 1 CONTENTS INTRODUCTION... 3 GENERAL PRINCIPLES... 3 VALUES... 3 THE ROLE OF THE CHAIRPERSON... 4 THE BOARD AND THE RESPONSIBILITIES

More information

Code of Practice for Ministerial Appointments to Public Bodies

Code of Practice for Ministerial Appointments to Public Bodies This Code of Practice is published by the Commissioner for Public Appointments in fulfilment of his duties as set out in the Order in Council for Public Appointments 2002 (as amended). This Code is effective

More information

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached.

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached. Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 March

More information

INFORMATION GOVERNANCE POLICY

INFORMATION GOVERNANCE POLICY INFORMATION GOVERNANCE POLICY 1 Document history, consultation and approval Title SCRA Information Governance Policy Version Version 1 Other relevant approved document SCRA Case Information Policy SCRA

More information

Business Plan 2013-14

Business Plan 2013-14 Business Plan 2013-14 1 Introduction This is the 2013-14 annual business plan for the Regulatory Policy Committee, in which we cover: The background and remit of the Committee; Details of the Committee

More information

GOVERNMENT OF KERALA ABSTRACT

GOVERNMENT OF KERALA ABSTRACT GOVERNMENT OF KERALA ABSTRACT FINANCE DEPARTMENT-IMPLEMENTATION OF AICTE SCHEME IN GOVERNMENT AND AIDED POLYTECHNIC COLLEGES - DETAILED GUIDELINES -ORDERS ISSUED ----------------------------------------------------------------------------------------------------------

More information

BRITISH SKY BROADCASTING GROUP PLC MEMORANDUM ON CORPORATE GOVERNANCE

BRITISH SKY BROADCASTING GROUP PLC MEMORANDUM ON CORPORATE GOVERNANCE BRITISH SKY BROADCASTING GROUP PLC MEMORANDUM ON CORPORATE GOVERNANCE INTRODUCTION British Sky Broadcasting Group plc ( the Company ) endorses the statement in the UK Corporate Governance Code ( the Corporate

More information

AUDIT COMMITTEE TERMS OF REFERENCE

AUDIT COMMITTEE TERMS OF REFERENCE AUDIT COMMITTEE TERMS OF REFERENCE 1. Purpose The Audit Committee will assist the Board of Directors (the "Board") in fulfilling its oversight responsibilities. The Audit Committee will review the financial

More information

Guidelines for the appointment to the Community of Schools Leadership role 1 in Secondary Schools

Guidelines for the appointment to the Community of Schools Leadership role 1 in Secondary Schools Guidelines for the appointment to the Community of Schools Leadership role 1 in Secondary Schools These guidelines provide advice about the Community of Schools Leadership role ( the role ) and have been

More information

PART A: OVERVIEW...1 1. INTRODUCTION...1 2. APPLICABILITY...1 3. OBJECTIVE...1 PART B: LEGAL PROVISIONS...2 4. LEGAL PROVISIONS...

PART A: OVERVIEW...1 1. INTRODUCTION...1 2. APPLICABILITY...1 3. OBJECTIVE...1 PART B: LEGAL PROVISIONS...2 4. LEGAL PROVISIONS... PART A: OVERVIEW...1 1. INTRODUCTION...1 2. APPLICABILITY...1 3. OBJECTIVE...1 PART B: LEGAL PROVISIONS...2 4. LEGAL PROVISIONS...2 PART C: POLICY...2 5. SCOPE OF ACTIVITIES THAT CAN BE OUTSOURCED...2

More information

THE ROLE OF LEAD GOVERNMENT DEPARTMENTS IN PLANNING FOR AND MANAGING CRISES

THE ROLE OF LEAD GOVERNMENT DEPARTMENTS IN PLANNING FOR AND MANAGING CRISES THE ROLE OF LEAD GOVERNMENT DEPARTMENTS IN PLANNING FOR AND MANAGING CRISES THE FRAMEWORK FOR ACTION 1. Most incidents are handled at a local level by the emergency services and by the appropriate local

More information

Bridgend County Borough Council. Corporate Risk Management Policy

Bridgend County Borough Council. Corporate Risk Management Policy Bridgend County Borough Council Corporate Risk Management Policy December 2014 Index Section Page No Introduction 3 Definition of risk 3 Aims and objectives 4 Strategy 4 Accountabilities and roles 5 Risk

More information

Triennial Review Report: Boundary Commissions for England, Northern Ireland, Scotland and Wales

Triennial Review Report: Boundary Commissions for England, Northern Ireland, Scotland and Wales Triennial Review Report: Boundary Commissions for England, Northern Ireland, Scotland and Wales Reviewing the function, form and governance of the Boundary Commissions March 2015 1 Executive Summary 1.

More information

THE PSYCHOLOGICAL SOCIETY OF IRELAND CRITERIA FOR THE ACCREDITATION OF ACADEMIC POSTGRADUATE COURSES IN FORENSIC PSYCHOLOGY

THE PSYCHOLOGICAL SOCIETY OF IRELAND CRITERIA FOR THE ACCREDITATION OF ACADEMIC POSTGRADUATE COURSES IN FORENSIC PSYCHOLOGY THE PSYCHOLOGICAL SOCIETY OF IRELAND CRITERIA FOR THE ACCREDITATION OF ACADEMIC POSTGRADUATE COURSES IN FORENSIC PSYCHOLOGY May 2007 1 PSI Accreditation Guidelines for Academic Postgraduate Courses in

More information

LICENCE AGREEMENT FOR THE USE OF THE EKOENERGY LABEL

LICENCE AGREEMENT FOR THE USE OF THE EKOENERGY LABEL LICENCE AGREEMENT FOR THE USE OF THE EKOENERGY LABEL Version for suppliers of electricity (to end-consumers) Contact info@ekoenergy.org for more information INTRODUCTION EKOenergy is a label for electricity.

More information

Chair Cabinet Committee on State Sector Reform and Expenditure Control

Chair Cabinet Committee on State Sector Reform and Expenditure Control Office of the Minister of State Services Chair Cabinet Committee on State Sector Reform and Expenditure Control REPORT OF THE GOVERNMENT CHIEF INFORMATION OFFICER ON THE REVIEW OF PUBLICLY ACCESSIBLE INFORMATION

More information

Inspector Manager (Healthcare) Health Information and Quality Authority

Inspector Manager (Healthcare) Health Information and Quality Authority CANDIDATES INFORMATION BOOKLET PLEASE READ CAREFULLY The Health Information and Quality Authority (HIQA) is undertaking a competition for the purpose of identifying suitable candidates for appointment

More information

College Governance Statement of Principles, Scheme of Delegation and Terms of Reference

College Governance Statement of Principles, Scheme of Delegation and Terms of Reference College Governance Statement of Principles, Scheme of Delegation and Terms of Reference 1. Principles: 1.1 Background This document sets out the principles underpinning the College Corporation s work.

More information

Strategy for regulating defined contribution pension schemes

Strategy for regulating defined contribution pension schemes Strategy for regulating defined contribution pension schemes From April 2015, new pensions legislation came into force which directly affects this strategy. We will consult on any proposed revisions to

More information

QUALITY ASSURANCE MODEL: GUIDANCE NOTES

QUALITY ASSURANCE MODEL: GUIDANCE NOTES QUALITY ASSURANCE MODEL: GUIDANCE NOTES Quality assurance principles, criteria, application process and on-going quality assurance arrangements for becoming an SCQF Credit Rating Body scqf scotland s

More information

STT ENVIRO CORP. (the Company ) CHARTER OF THE CORPORATE GOVERNANCE AND NOMINATING COMMITTEE. As amended by the Board of Directors on May 10, 2012

STT ENVIRO CORP. (the Company ) CHARTER OF THE CORPORATE GOVERNANCE AND NOMINATING COMMITTEE. As amended by the Board of Directors on May 10, 2012 STT ENVIRO CORP. (the Company ) CHARTER OF THE CORPORATE GOVERNANCE AND NOMINATING COMMITTEE PURPOSE AND SCOPE As amended by the Board of Directors on May 10, 2012 The primary function of the Committee

More information

JNCC Committee Paper - March 2003

JNCC Committee Paper - March 2003 This paper was provided to the Joint Committee for decision/discussion or information. Please refer to the minutes of the meeting for Committee s position on the paper. To view other Joint Committee papers

More information

STATUTE OF THE COMMONWEALTH SECRETARIAT ARBITRAL TRIBUNAL

STATUTE OF THE COMMONWEALTH SECRETARIAT ARBITRAL TRIBUNAL STATUTE OF THE COMMONWEALTH SECRETARIAT ARBITRAL TRIBUNAL Adopted by Commonwealth Governments on 1 July 1995 and amended by them on 24 June 1999, 18 February 2004, 14 May 2005, 16 May 2007 and 28 May 2015.

More information

CODE OF PRACTICE APPOINTMENT TO POSITIONS IN THE CIVIL SERVICE AND PUBLIC SERVICE MERIT PROBITY ACCOUNTABILITY

CODE OF PRACTICE APPOINTMENT TO POSITIONS IN THE CIVIL SERVICE AND PUBLIC SERVICE MERIT PROBITY ACCOUNTABILITY CODE OF PRACTICE APPOINTMENT TO POSITIONS IN THE CIVIL SERVICE AND PUBLIC SERVICE MERIT PROBITY BEST PRACTICE ACCOUNTABILITY CONSISTENCY Published in 2007 by the Commission for Public Service Appointments

More information

Consultation on the introduction of diversity succession planning for board appointments and the lowering of the 150 employees threshold for

Consultation on the introduction of diversity succession planning for board appointments and the lowering of the 150 employees threshold for Consultation on the introduction of diversity succession planning for board appointments and the lowering of the 150 employees threshold for publishing gender pay gap and equal pay statements etc. October

More information

Risk Implications There are no material risks to the University associated with the approval of these amendments.

Risk Implications There are no material risks to the University associated with the approval of these amendments. Title: Updates to Regulations for EdD Author: Dr Vivien Easson, Head of Postgraduate Research Service Date: 30 April 2015 Agenda: Learning and Teaching Committee, 13 May 2015 Version: Final Status: Open

More information

The size and composition of the Board is to be determined from time to time by the Board itself in an effort to balance the following goals:

The size and composition of the Board is to be determined from time to time by the Board itself in an effort to balance the following goals: AMERICAN INTERNATIONAL GROUP, INC. CORPORATE GOVERNANCE GUIDELINES (Effective March 11, 2015) I. INTRODUCTION The Board of Directors (the Board ) of American International Group, Inc. ( AIG ), acting on

More information

BRITISH MUSEUM MANAGEMENT STATEMENT AND FINANCIAL MEMORANDUM

BRITISH MUSEUM MANAGEMENT STATEMENT AND FINANCIAL MEMORANDUM BRITISH MUSEUM MANAGEMENT STATEMENT AND FINANCIAL MEMORANDUM PART ONE: MANAGEMENT STATEMENT I. INTRODUCTION This document Paragraph(s) 1-7 Founding legislation; status 8 Classification 9-11 The functions,

More information

Public Appointments Guidance to departments

Public Appointments Guidance to departments Public Appointments Guidance to departments March 2015 Centre for Public Appointments Contents: Guidance on making and managing public appointments Annex A departmental protocol Annex B Commissioner for

More information

Information governance strategy 2014-16

Information governance strategy 2014-16 Information Commissioner s Office Information governance strategy 2014-16 Page 1 of 16 Contents 1.0 Executive summary 2.0 Introduction 3.0 ICO s corporate plan 2014-17 4.0 Regulatory environment 5.0 Scope

More information

Appendix 4 Chief Executive Communications Induction Package

Appendix 4 Chief Executive Communications Induction Package Appendix 4 Chief Executive Induction Package Contents 1. Purpose Page 3 2. Recommendation 6 Page 3 3. Introduction Page 3 4. Managing the Elements of Page 4 and Managing Expectations 2 1. Purpose This

More information

AGENCY MANAGEMENT FRAMEWORK FOR INSURANCE AGENT

AGENCY MANAGEMENT FRAMEWORK FOR INSURANCE AGENT GENERAL INSURANCE ASSOCIATION OF SINGAPORE AGENCY MANAGEMENT FRAMEWORK FOR INSURANCE AGENT APPENDIX B1 OF GIARR General Insurance Association of Singapore 180 Cecil Street, #15-01 Bangkok Bank Building

More information

I. The Role of the Board of Directors II. Director Qualifications III. Director Independence IV. Director Service on Other Public Company Boards

I. The Role of the Board of Directors II. Director Qualifications III. Director Independence IV. Director Service on Other Public Company Boards Corporate Governance Guidelines The Board of Directors (the Board ) of (the Corporation ) has adopted these governance guidelines. The guidelines, in conjunction with the Corporation s articles of incorporation,

More information

of the United Nations

of the United Nations ADMINISTRATIVE TRIBUNAL Judgement No. 438 Case No. 429: NAYYAR Against: The Secretary-General of the United Nations THE ADMINISTRATIVE TRIBUNAL OF THE UNITED NATIONS, Composed of Mr. Arnold Kean, Vice-President,

More information

Code of Practice for Social Service Workers. and. Code of Practice for Employers of Social Service Workers

Code of Practice for Social Service Workers. and. Code of Practice for Employers of Social Service Workers Code of Practice for Social Service Workers and Code of Practice for Employers of Social Service Workers 1 Code of Practice for Social Service Workers Introduction This document contains agreed codes of

More information

Risk. assessment framework. Risk. assessment framework 2015. Updated August 2015. www.gov.uk/monitor

Risk. assessment framework. Risk. assessment framework 2015. Updated August 2015. www.gov.uk/monitor Risk Risk assessment framework 2015 assessment framework Updated August 2015 www.gov.uk/monitor About Monitor As the sector regulator for health services in England, our job is to make the health sector

More information

Network Rail Limited (the Company ) Terms of Reference. for. The Nomination and Corporate Governance Committee of the Board

Network Rail Limited (the Company ) Terms of Reference. for. The Nomination and Corporate Governance Committee of the Board Network Rail Limited (the Company ) Terms of Reference for The Nomination and Corporate Governance Committee of the Board Membership 1 The Nomination and Corporate Governance Committee (NCGCom) shall comprise

More information

Consultation: Auditing and ethical standards

Consultation: Auditing and ethical standards Consultation Financial Reporting Council December 2014 Consultation: Auditing and ethical standards Implementation of the EU Audit Directive and Audit Regulation The FRC is responsible for promoting high

More information

COLLECTIVE INVESTMENT SCHEMES ACT 2008 COLLECTIVE INVESTMENT SCHEMES (REGULATED FUND) REGULATIONS 2010

COLLECTIVE INVESTMENT SCHEMES ACT 2008 COLLECTIVE INVESTMENT SCHEMES (REGULATED FUND) REGULATIONS 2010 Statutory Document No. 161/10 COLLECTIVE INVESTMENT SCHEMES ACT 2008 COLLECTIVE INVESTMENT SCHEMES (REGULATED FUND) REGULATIONS 2010 1 Title 2 Commencement 3 Interpretation INDEX THE GOVERNING BODY 4 Composition

More information

Calendar 2011-12 DEGREES AWARDED IN CONJUNCTION WITH THE FREE CHURCH OF SCOTLAND COLLEGE

Calendar 2011-12 DEGREES AWARDED IN CONJUNCTION WITH THE FREE CHURCH OF SCOTLAND COLLEGE Calendar 2011-12 DEGREES AWARDED IN CONJUNCTION WITH THE FREE CHURCH OF SCOTLAND COLLEGE CONTENTS LIST Page Appeals... 4 Introduction... 4 Undergraduate Degree of Bachelor of Theology... 4 Postgraduate

More information

Legally Qualified Chairs to serve on Police Misconduct Hearing Panels Role Profile

Legally Qualified Chairs to serve on Police Misconduct Hearing Panels Role Profile Legally Qualified Chairs to serve on Police Misconduct Hearing Panels Role Profile JOB DESCRIPTION Introduction Following a public consultation led by the Home Secretary in the autumn of 2014, changes

More information

Public Sector Internal Audit Standards. Applying the IIA International Standards to the UK Public Sector

Public Sector Internal Audit Standards. Applying the IIA International Standards to the UK Public Sector Public Sector Internal Audit Standards Applying the IIA International Standards to the UK Public Sector Issued by the Relevant Internal Audit Standard Setters: In collaboration with: Public Sector Internal

More information

Information Governance Policy

Information Governance Policy Information Governance Policy Reference: Information Governance Policy Date Approved: April 2013 Approving Body: Board of Trustees Implementation Date: April 2013 Version: 6 Supersedes: 5 Stakeholder groups

More information

Bylaws of the Independent Insurance Agents of Tennessee, Inc. ARTICLE I Name

Bylaws of the Independent Insurance Agents of Tennessee, Inc. ARTICLE I Name Bylaws of the Independent Insurance Agents of Tennessee, Inc. ARTICLE I Name The name of this corporation shall be the Independent Insurance Agents of Tennessee, Inc., it may be called INSURORS of Tennessee,

More information

CERTIFICATION OF CONSTRUCTION (DRAINAGE, HEATING & PLUMBING) SCHEME GUIDE

CERTIFICATION OF CONSTRUCTION (DRAINAGE, HEATING & PLUMBING) SCHEME GUIDE CERTIFICATION OF CONSTRUCTION (DRAINAGE, HEATING & PLUMBING) SCHEME GUIDE GUIDE TO THE CERTIFICATION OF CONSTRUCTION (DRAINAGE, HEATING & PLUMBING) SCHEME In accordance with the requirements of the: Building

More information

INSPECTION MANUAL FOR CREDIT RATING AGENCIES

INSPECTION MANUAL FOR CREDIT RATING AGENCIES Tentative translation Only Japanese text is authentic INSPECTION MANUAL FOR FINANCIAL INSTRUMENTS BUSINESS OPERATORS (SUPPLEMENT) INSPECTION MANUAL FOR CREDIT RATING AGENCIES Executive Bureau, Securities

More information

Corporate governance statement

Corporate governance statement Corporate governance statement Compliance with the UK Corporate Governance Code In the period to 30 March 2013, as detailed below and in the risk and risk management report and the remuneration report

More information

Report of External Evaluation and Review

Report of External Evaluation and Review Report of External Evaluation and Review Hawk Enterprises Limited trading as Flight Training Manawatu Highly Confident in educational performance Confident in capability in self-assessment Date of report:

More information

POLICIES FOR CHIROPRACTIC SPECIALTY COLLEGES Approved by the CFCREAB Board November 26, 2011

POLICIES FOR CHIROPRACTIC SPECIALTY COLLEGES Approved by the CFCREAB Board November 26, 2011 POLICIES FOR CHIROPRACTIC SPECIALTY COLLEGES Approved by the CFCREAB Board November 26, 2011 SECTION I - INTRODUCTION 1. The CFCREAB The Canadian Federation of Chiropractic Regulatory & Educational Accrediting

More information

Mandatory Provident Fund Schemes Authority COMPLIANCE STANDARDS FOR MPF APPROVED TRUSTEES. First Edition July 2005. Hong Kong

Mandatory Provident Fund Schemes Authority COMPLIANCE STANDARDS FOR MPF APPROVED TRUSTEES. First Edition July 2005. Hong Kong Mandatory Provident Fund Schemes Authority COMPLIANCE STANDARDS FOR MPF APPROVED TRUSTEES First Edition July 2005 Hong Kong Contents Glossary...2 Introduction to Standards...4 Interpretation Section...6

More information

Education and Training Committee, 10 March 2011. Professional indemnity insurance. Executive summary and recommendations.

Education and Training Committee, 10 March 2011. Professional indemnity insurance. Executive summary and recommendations. Education and Training Committee, 10 March 2011 Professional indemnity insurance Executive summary and recommendations Introduction This paper appeared as a paper to note at the Council meeting on 10 February

More information

2. OBJECTIVES AND METHODOLOGY 2 3. COMMITTEE FINDINGS AND RECOMMENDATIONS 3

2. OBJECTIVES AND METHODOLOGY 2 3. COMMITTEE FINDINGS AND RECOMMENDATIONS 3 REPORT CONTENTS SECTION 1. INTRODUCTION 1.1 The Finance and Public Accounts Committee 1.2 Committee Composition 1.3 Contact PAGE 1 1 1 2. OBJECTIVES AND METHODOLOGY 2 3. COMMITTEE FINDINGS AND RECOMMENDATIONS

More information

www.monitor.gov.uk The NHS Foundation Trust Code of Governance

www.monitor.gov.uk The NHS Foundation Trust Code of Governance www.monitor.gov.uk The NHS Foundation Trust Code of Governance About Monitor Monitor is the sector regulator for health services in England. Our job is to protect and promote the interests of patients

More information

Guideline on good pharmacovigilance practices (GVP)

Guideline on good pharmacovigilance practices (GVP) 1 2 20 February 2012 EMA/541760/2011 3 4 Guideline on good pharmacovigilance practices (GVP) Module I Pharmacovigilance systems and their quality systems Draft finalised by the Agency in collaboration

More information

MALAYSIAN CODE ON CORPORATE GOVERNANCE

MALAYSIAN CODE ON CORPORATE GOVERNANCE MALAYSIAN CODE ON CORPORATE GOVERNANCE 2012 ii Malaysian Code on Corporate Governance 2012 Contents iii CONTENTS Foreword v Corporate Governance in Malaysia ix Corporate Governance Principles and Recommendations

More information

Audit and Risk Committee Charter. Knosys Limited ACN 604 777 862 (Company)

Audit and Risk Committee Charter. Knosys Limited ACN 604 777 862 (Company) Audit and Risk Committee Charter Knosys Limited ACN 604 777 862 (Company) Audit and Risk Committee Charter 1. Introduction 1.1 The Audit and Risk Committee is a committee established by the board of directors

More information

The UCD Bachelor of Arts Degree Programme Board Terms of Reference

The UCD Bachelor of Arts Degree Programme Board Terms of Reference The UCD Bachelor of Arts Degree Programme Board Terms of Reference 1. Purpose and function of the Board 1.1. The BA Programme Board is responsible to the University Programme Boards and to Academic Council

More information

CORPORATE GOVERNANCE GUIDELINES. (Amended February 4, 2016)

CORPORATE GOVERNANCE GUIDELINES. (Amended February 4, 2016) CORPORATE GOVERNANCE GUIDELINES (Amended February 4, 2016) I. Introduction. The policy of the Board of Directors (the Board ) of Quotient Technology Inc. (the Company ) is that the Company shall take all

More information

CODE OF PRACTICE ATYPICAL APPOINTMENTS TO POSITIONS IN THE CIVIL SERVICE AND CERTAIN PUBLIC BODIES MERIT PROBITY ACCOUNTABILITY

CODE OF PRACTICE ATYPICAL APPOINTMENTS TO POSITIONS IN THE CIVIL SERVICE AND CERTAIN PUBLIC BODIES MERIT PROBITY ACCOUNTABILITY CODE OF PRACTICE ATYPICAL APPOINTMENTS TO POSITIONS IN THE CIVIL SERVICE AND CERTAIN PUBLIC BODIES MERIT PROBITY BEST PRACTICE CE ACCOUNTABILITY CONSISTENCY Published in 2007 by the Commission for Public

More information

FERRARI N.V. AUDIT COMMITTEE CHARTER (Effective as of January 3, 2016)

FERRARI N.V. AUDIT COMMITTEE CHARTER (Effective as of January 3, 2016) FERRARI N.V. AUDIT COMMITTEE CHARTER (Effective as of January 3, 2016) For so long as shares of Ferrari N.V. (the Company ) are listed on the New York Stock Exchange ( NYSE ) and the rules of the NYSE

More information

Report To: Police & Fire Scrutiny Sub-Committee Date: 18 February 2016. Contact Officer: John Arthur Contact No: 4263

Report To: Police & Fire Scrutiny Sub-Committee Date: 18 February 2016. Contact Officer: John Arthur Contact No: 4263 AGENDA ITEM NO. 4 Report To: Police & Fire Scrutiny Sub-Committee Date: 18 February 2016 Report By: Head of Safer & Inclusive Communities Report No: EDUCOM/19/16/DH Contact Officer: John Arthur Contact

More information

Clarifications of EPSRC expectations on research data management.

Clarifications of EPSRC expectations on research data management. s of EPSRC expectations on research data management. Expectation I Research organisations will promote internal awareness of these principles and expectations and ensure that their researchers and research

More information

Committees in the Fifth Assembly

Committees in the Fifth Assembly National Assembly for Wales Business Committee Committees in the Fifth Assembly June 2016 The National Assembly for Wales is the democratically elected body that represents the interests of Wales and its

More information

Terms of Reference. for the. Forensic Science Advisory Council

Terms of Reference. for the. Forensic Science Advisory Council Terms of Reference for the Forensic Science Advisory Council Status The Forensic Science Advisory Council ( the Council ) is a body established to advise and support the Forensic Science Regulator ( the

More information

ESKITP714401 Implement procedures and standards relating to metrics for IT service delivery

ESKITP714401 Implement procedures and standards relating to metrics for IT service delivery Overview This sub-discipline covers the competencies required to perform performance metrics. Monitoring service level performance is a complex task requiring collection of data, detailed analysis, and

More information

KATHARINE HOUSE HOSPICE JOB DESCRIPTION. Advanced Nurse Practitioner (Independent Prescriber)

KATHARINE HOUSE HOSPICE JOB DESCRIPTION. Advanced Nurse Practitioner (Independent Prescriber) KATHARINE HOUSE HOSPICE JOB DESCRIPTION Advanced Nurse Practitioner (Independent Prescriber) Post Holder: Area of Work: Responsible to: Vacant Day Therapies Director of Nursing Services Mission To offer

More information

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

Practice Note. 10 (Revised) October 2010 AUDIT OF FINANCIAL STATEMENTS OF PUBLIC SECTOR BODIES IN THE UNITED KINGDOM

Practice Note. 10 (Revised) October 2010 AUDIT OF FINANCIAL STATEMENTS OF PUBLIC SECTOR BODIES IN THE UNITED KINGDOM October 2010 Practice Note 10 (Revised) AUDIT OF FINANCIAL STATEMENTS OF PUBLIC SECTOR BODIES IN THE UNITED KINGDOM The Auditing Practices Board (APB) is one of the operating bodies of the Financial Reporting

More information

Guidance for Higher Education Providers: Criteria and Process for applying for University Title and University College Title

Guidance for Higher Education Providers: Criteria and Process for applying for University Title and University College Title UNIVERSITY TITLE AND UNIVERSITY COLLEGE TITLE Guidance for Higher Education Providers: Criteria and Process for applying for University Title and University College Title SEPTEMBER 2015 Contents Process

More information

Guidance for Internal and External Examiners of Candidates for Research Degrees

Guidance for Internal and External Examiners of Candidates for Research Degrees Guidance for Internal and External Examiners of Candidates for Research Degrees REVISED SEPTEMBER 2013. TABLE OF CONTENTS 1 APPOINTMENT OF EXAMINERS...1 2 APPOINTMENT OF AN INDEPENDENT CHAIR...1 3 DISPATCH

More information

G R O U P T R A D I N G P O L I C Y

G R O U P T R A D I N G P O L I C Y G R O U P T R A D I N G P O L I C Y 1. INTRODUCTION These guidelines set out the policy on the sale and purchase of securities in the Company. This policy applies to: all Directors of the Company; all

More information

Appendix 15 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT

Appendix 15 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT Appendix 15 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT The Code This Code sets out the principles of good corporate governance, and two levels of recommendations: code provisions; and recommended

More information

Teaching Excellence Framework & Quality Assurance Administrator

Teaching Excellence Framework & Quality Assurance Administrator University Offices Teaching Excellence Framework & Quality Assurance Administrator Academic Division (Educational and Student Policy) 1 Educational and Student Policy Educational and Student Policy (ESP)

More information