CODE OF CORPORATE GOVERNANCE

Size: px
Start display at page:

Download "CODE OF CORPORATE GOVERNANCE"

Transcription

1 CODE OF CORPORATE GOVERNANCE JANUARY 2004

2 Contents 1. Introduction to Corporate Governance Community Focus Service Delivery Arrangements Structures & Processes Risk Management & Internal Control Standards of Conduct Annual Reporting...12

3 1. Introduction to Corporate Governance 1.1. Denbighshire County Council has a key role in governing and leading its communities. Effective local government relies on public confidence in elected councillors and officials. Good corporate governance underpins credibility and confidence in our public services and should be transparent to all stakeholders Corporate Governance has been defined as the system by which local authorities direct and control their functions and relate to their communities We must be able to demonstrate that we are complying with the underlying principles of good governance, which are: Openness and inclusivity we are open in our dealings and communicate and engage with all sections of the community to encourage active participation Integrity in our dealings in building effective relationships and partnerships with other public agencies and the private/voluntary sectors Accountability to stakeholders for our performance and our effectiveness in the delivery of services and the sustainable use of resources 1.4. If we are to achieve this, these principles need to be translated into a framework which seeks to ensure that they are fully integrated into the conduct of our business and we must also establish a means of demonstrating that our systems and process are: monitored for their effectiveness in practice subject to review on a continuing basis to ensure that they are up to date 1.5. The principles of good governance can only be adhered to if leadership is exercised through: providing vision for our community and leading by example in our decision-making and other processes and actions members and managers conducting themselves in accordance with high standards of conduct 1

4 1.6. The fundamental principles of corporate governance need to be reflected in the following different dimensions of our business: Community Focus Service Delivery Arrangements Structures & Processes Risk Management & Internal Control Standards of Conduct 1.7. These principles are fully defined in the following sections of the Code which has been prepared following the guidance issued by Cipfa and SOLACE. 2

5 2. Community Focus 2.1. Through carrying out our general and specific duties and responsibilities and our ability to exert wider influence, we: work for and with the community exercise leadership in the local community, where appropriate undertake an ambassadorial role to promote the well-being of the area, where appropriate 2.2. We therefore maintain effective arrangements: for explicit accountability to stakeholders for our performance and effectiveness in the delivery of services and the sustainable use of resources to demonstrate integrity in our dealings in building effective relationships and partnerships with other public agencies and the private/voluntary sector to demonstrate openness in our dealings to demonstrate inclusivity by communicating and engaging with all sections of the community to encourage active participation to develop and articulate a clear and up to date vision and corporate strategy in response to community needs 2.3. The following arrangements demonstrate our commitment to community focus. An annual report is published on a timely basis presenting an objective, understandable account of our activities and achievements and our financial position and performance. A performance plan is published on a timely basis presenting an objective, balanced and understandable account and assessment of our current performance in service delivery and our plans to maintain and improve service quality. Proper arrangements have been implemented for the independent review of the financial and operational reporting processes. 3

6 Proper arrangements have been implemented to encourage individuals and groups from all sections of the community to engage with, contribute to and participate in the work of the authority and we have put in place appropriate monitoring processes to ensure that they continue to work in practice. We make an explicit commitment to openness in all of our dealings, subject only to the need to preserve confidentiality in those specific circumstances where it is proper and appropriate to do so. Clear channels of communication are established with all sections of the community and other stakeholders and we will ensure that they continue to operate effectively. We ensure that a vision for the local community and our strategic plans, priorities and targets are developed through robust mechanisms and in consultation with the local community and other key stakeholders, and that they are clearly articulated and disseminated. 4

7 3. Service Delivery Arrangements 3.1. We ensure that continuous improvement is sought, agreed policies are implemented and decisions are carried out by maintaining arrangements which: discharge our accountability for service delivery at a local level ensure effectiveness through setting targets and measuring performance demonstrate integrity in dealing with service users and developing partnerships to ensure the right provision of services locally demonstrate openness and inclusivity through consulting with key stakeholders, including service users are flexible so that they can be kept up to date and adapted to accommodate change and meet user wishes 3.2. We have put the following arrangements in place to demonstrate our commitment to effective service delivery. Standards and targets for performance in the delivery of services on a sustainable basis and with reference to equality policies. Sound systems for providing management information for performance measurement purposes. Performance is monitored and reported against agreed standards and targets and we develop comprehensive and understandable performance plans. Arrangements are in place to allocate resources according to priorities. We foster effective relationships and partnerships with other public sector agencies and the private and voluntary sectors and consider outsourcing where it is efficient and effective to do so in delivering services to meet the needs of the local community and put in place processes to ensure that they operate effectively. We respond positively to the findings and recommendations of internal and external auditors and statutory inspectors and put in place arrangements for the effective implementation of agreed actions. 5

8 4. Structures & Processes 4.1. We have established effective political and managerial structures and processes to govern decision making and the exercise of authority. We maintain arrangements to: define the role and responsibilities of members and officers to ensure accountability, clarity and good ordering of our business ensure that there is proper scrutiny and review of all aspects of performance and effectiveness demonstrate effectiveness by ensuring a proper balance of power and authority document clearly such structures and processes and ensure that they are communicated and understood to demonstrate openness and incusivity ensure that such structures and processes are kept up to date and adapted to accommodate change 4.2. We have put the following arrangements in place to establish effective structures and processes. Balance of Power and Authority We have established clearly documented protocols governing relationships between members and officers. We ensure that the relative roles and responsibilities of executive and other members, members generally and senior officers are clearly defined. Roles & Responsibilities - Members Regular formal meetings are held to set the strategic direction of the authority and to monitor service delivery. A scheme of delegated or reserved powers has been developed which includes a formal schedule of those matters specifically reserved for the collective decision of the authority. We have established clearly documented and understood management processes for policy development, implementation and review and for decision making, monitoring and control and reporting. 6

9 Formal procedural and financial regulations to govern the conduct of our business have been implemented. Members receive proper training for their roles and have access to all relevant information, advice and resources necessary to enable them to carry out their roles effectively. The role of our executive members is defined formally in writing to include responsibility for providing effective strategic leadership to the authority and for ensuring that the authority successfully discharges its overall responsibilities for the activities of the authority as a whole. We have defined clearly in writing the roles and accountabilities of all members of the authority together with the terms of their remuneration and its review. Roles & Responsibilities Officers We have made the Chief Executive responsible to the authority for all aspects of operational management. The Corporate Director Resources has been made responsible to the authority for ensuring that appropriate advice is given to it on all financial matters, for keeping proper financial records and accounts and for maintaining an effective system of internal financial control. The Monitoring Officer is responsible to the authority for ensuring that agreed procedures are followed and that all applicable statutes, regulations and other relevant statements of good practice are complied with. We have defined clearly in writing the roles and responsibilities of all senior officers together with the terms of their remuneration and its review. We have adopted clear protocols and codes of conduct to ensure that the implications for supporting community political leadership for the whole council are acknowledged and resolved. 7

10 5. Risk Management & Internal Control 5.1. We have established a systematic strategy, framework and processes for managing risk. Together, these arrangements: include making public statements to stakeholders on the our risk management strategy, framework and processes to demonstrate accountability include mechanisms for monitoring and reviewing effectiveness against agreed standards and targets and the operation of controls in practice demonstrate integrity by being based on robust systems for identifying, profiling, controlling and monitoring all significant strategic and operational risks display openness and inclusivity by involving all those associated with planning and delivering services, including partners include mechanisms to ensure that the risk management and control process is monitored for continuing compliance to ensure that changes in circumstances are accommodated and that it remains up to date 5.2. We have put the following arrangements in place to demonstrate effective management of risk. We have developed robust systems for identifying and evaluating all significant risks which involve the proactive participation of all those associated with planning and delivering services. Effective risk management systems have been established, including systems of internal control and an internal audit function. These arrangements ensure compliance with all applicable statutes, regulations and relevant statements of best practice and ensure that public funds are properly safeguarded and used economically, efficiently and effectively and in accordance with the statutory and other authorities that govern their use. Services are delivered by trained and experience people. 8

11 We have established effective arrangements for an objective review of the effectiveness of risk management and internal control, including internal audit. An objective and professional relationship is maintained with our external auditors and statutory inspectors. We publish on a timely basis, within the annual report, an objective, balanced and understandable statement and assessment of the authority s risk management and internal control mechanisms and their effectiveness in practice. 9

12 6. Standards of Conduct 6.1. The openness, integrity and accountability of individuals within the authority form the cornerstone of effective corporate governance. Our reputation depends on the standards of behaviour of everyone in the authority, whether members, employees or agents contracted to the authority Therefore, our members and officers: exercise leadership by conducting themselves as role models for others within the authority to follow define the standards of personal behaviour that are expected from members and staff and all those involved in service delivery and put in place arrangements to ensure: - accountability through establishing systems for investigating breaches and disciplinary problems and taking action where appropriate, including arrangements for redress - effectiveness in practice through monitoring their compliance - that objectivity and impartiality are maintained in all relationships to demonstrate integrity - that such standards are documented and clearly understood to display openness and inclusivity and are reviewed on a regular basis to ensure that they are kept up to date 6.3. We have put the following arrangements in place to demonstrate effectiveness of our standards of conduct. We have developed and adopted formal codes of conduct defining the standards of personal behaviour to which individual members, officers and agents of the authority are required to subscribe and have put in place appropriate systems and processes to ensure that they are complied with. Arrangements have been put in place to ensure that members and employees of the authority are not influenced by prejudice, bias or conflicts of interest in dealing with different stakeholders and we have put appropriate processes in place to ensure that they continue to operate in practice. 10

13 We have put arrangements in place to ensure that our procedures and operations are designed in conformity with appropriate ethical standards and to monitor their continuing compliance in practice. Whistleblowing arrangements have been put in place to which staff and all those contracting with the Council have access. 11

14 7. Annual Reporting 7.1. Denbighshire County Council recognises the importance of good corporate governance in maintaining public confidence in local government. We, therefore, publish a statement annually in our financial statements on how we are applying the principles set out in this Code and how we are complying with the principles The annual statement is signed by the Leader of the Council and the Chief Executive, having been approved by Cabinet on behalf of officers and members The statement summarises how we have monitored compliance with the Code and how we have satisfied ourselves that the Code is both adequate and effective. Any planned changes in our corporate governance arrangements will be set out in the annual statement. 12

Code of Corporate Governance

Code of Corporate Governance www.surreycc.gov.uk Making Surrey a better place Code of Corporate Governance October 2013 1 This page is intentionally blank 2 CONTENTS PAGE Commitment to good governance 4 Good governance principles

More information

the role of the head of internal audit in public service organisations 2010

the role of the head of internal audit in public service organisations 2010 the role of the head of internal audit in public service organisations 2010 CIPFA Statement on the role of the Head of Internal Audit in public service organisations The Head of Internal Audit in a public

More information

RMBC s Governance Framework for Significant Partnerships

RMBC s Governance Framework for Significant Partnerships RMBC s Governance Framework for Significant Partnerships 1.0 Introduction 1.1 Corporate governance describes how organisations direct and control what they do. For a council, this includes how it relates

More information

DATA QUALITY POLICY PORTFOLIO RESPONSIBILITY: CORPORATE, CUSTOMER SERVICES AND HUMAN RESOURCES CABINET 10 APRIL 2008

DATA QUALITY POLICY PORTFOLIO RESPONSIBILITY: CORPORATE, CUSTOMER SERVICES AND HUMAN RESOURCES CABINET 10 APRIL 2008 DATA QUALITY POLICY PORTFOLIO RESPONSIBILITY: CORPORATE, CUSTOMER SERVICES AND HUMAN RESOURCES CABINET 10 APRIL 2008 Wards Affected County-wide Purpose To approve the data quality policy. Key Decision

More information

Final Draft Revised Ethical Standard 2016

Final Draft Revised Ethical Standard 2016 Standard Audit and Assurance April 2016 Final Draft Revised Ethical Standard 2016 The FRC is responsible for promoting high quality corporate governance and reporting to foster investment. We set the UK

More information

F I N A N C I A L R E G U L A T I O N S

F I N A N C I A L R E G U L A T I O N S F I N A N C I A L R E G U L A T I O N S South Downs National Park Authority March 2014 Page 0 of 17 F I N A N C I A L R E G U L A T I O N S Contents Page 1 INTRODUCTION Purpose of Financial Regulations

More information

STATEMENT OF VALUES AND CODE OF ETHICS

STATEMENT OF VALUES AND CODE OF ETHICS STATEMENT OF VALUES AND CODE OF ETHICS INTRODUCTION The Smithsonian Institution is a public trust whose mission is the increase and diffusion of knowledge. The Smithsonian was established by the United

More information

SHELL GENERAL BUSINESS PRINCIPLES

SHELL GENERAL BUSINESS PRINCIPLES SHELL GENERAL BUSINESS PRINCIPLES The Shell General Business Principles govern how each of the Shell companies which make up the Shell Group* conducts its affairs. * Royal Dutch Shell plc and the companies

More information

Emergency Management and Business Continuity Policy

Emergency Management and Business Continuity Policy www.surreycc.gov.uk Making Surrey a better place Emergency Management and Business Continuity Policy 4 TH EDITION June 2011 Title Emergency Management and Business Continuity Policy Version 4.0 Policy

More information

Shell General Business Principles

Shell General Business Principles Shell General Business Principles Royal Dutch Shell plc Introduction The Shell General Business Principles govern how each of the Shell companies which make up the Shell Group* conducts its affairs. The

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

Version No: 2 Date: 27 July 2015. Data Quality Policy. Assistant Chief Executive. Planning & Performance. Data Quality Policy

Version No: 2 Date: 27 July 2015. Data Quality Policy. Assistant Chief Executive. Planning & Performance. Data Quality Policy Version No: 2 Date: 27 July 2015 Data Quality Policy Assistant Chief Executive Planning & Performance Data Quality Policy Contents 1. Summary Statement 2. Context 3. Purpose 4. Scope 5. Detail of the policy

More information

APB ETHICAL STANDARD 1 (REVISED) INTEGRITY, OBJECTIVITY AND INDEPENDENCE

APB ETHICAL STANDARD 1 (REVISED) INTEGRITY, OBJECTIVITY AND INDEPENDENCE APB ETHICAL STANDARD 1 (REVISED) INTEGRITY, OBJECTIVITY AND INDEPENDENCE (Revised December 2010, updated December 2011) Contents paragraph Introduction 1-15 Compliance with ethical standards 16-29 Identification

More information

How To Be Accountable To The Health Department

How To Be Accountable To The Health Department 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

RISK MANAGEMENT FRAMEWORK. 2 RESPONSIBLE PERSON: Sarah Price, Chief Officer

RISK MANAGEMENT FRAMEWORK. 2 RESPONSIBLE PERSON: Sarah Price, Chief Officer RISK MANAGEMENT FRAMEWORK 1 SUMMARY The Risk Management Framework consists of the following: Risk Management policy Risk Management strategy Risk Management accountability Risk Management framework structure.

More information

Department of Infrastructure and Planning: Governance Framework for Infrastructure Delivery Special Purpose Vehicles

Department of Infrastructure and Planning: Governance Framework for Infrastructure Delivery Special Purpose Vehicles Department of Infrastructure and Planning: Governance Framework for Infrastructure Delivery Special Purpose Vehicles Governance Framework for Special Purpose Vehicles Table of Contents Executive Summary...3

More information

Annual Governance Statement

Annual Governance Statement Annual Governance Statement 2014/15 1 Fareham Borough Council Civic Offices, Civic Way, Fareham PO16 7AZ Scope of Responsibility Fareham Borough Council is responsible for ensuring that its business is

More information

Information Governance Strategy & Policy

Information Governance Strategy & Policy Information Governance Strategy & Policy March 2014 CONTENT Page 1 Introduction 1 2 Strategic Aims 1 3 Policy 2 4 Responsibilities 3 5 Information Governance Reporting Structure 4 6 Managing Information

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

Annual Governance Statement 2014/2015

Annual Governance Statement 2014/2015 Annual Governance Statement 2014/2015 This is a signed statement by the Executive Leader and Chief Executive certifying that governance arrangements are adequate and operating effectively within the Council.

More information

CHECKLIST OF COMPLIANCE WITH THE CIPFA CODE OF PRACTICE FOR INTERNAL AUDIT

CHECKLIST OF COMPLIANCE WITH THE CIPFA CODE OF PRACTICE FOR INTERNAL AUDIT CHECKLIST OF COMPLIANCE WITH THE CIPFA CODE OF PRACTICE FOR INTERNAL AUDIT 1 Scope of Internal Audit 1.1 Terms of Reference 1.1.1 Do terms of reference: (a) establish the responsibilities and objectives

More information

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-

More information

Explanation where the company has partially applied or not applied King III principles

Explanation where the company has partially applied or not applied King III principles King Code of Corporate Governance for South Africa, 2009 (King III) checklist The Board of Directors (the Board) of Famous Brands Limited (Famous Brands or the company) is fully committed to business integrity,

More information

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management

More information

Corporate Governance Guidelines

Corporate Governance Guidelines Corporate Governance Guidelines Teachers Federation Health Ltd ABN: 86 097 030 414 Original Endorsed: 25/06/2015 Version: December 2015 1. Corporate Governance Framework 1 2. Board of Directors 2 3. Performance

More information

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors

More information

Business Continuity Management

Business Continuity Management Business Continuity Management Policy Statement & Strategy July 2009 Basildon District Council Business Continuity Management Policy Statement The Council is committed to ensuring robust and effective

More information

The Compliance Universe

The Compliance Universe The Compliance Universe Principle 6.1 The board should ensure that the company complies with applicable laws and considers adherence to non-binding rules, codes and standards This practice note is intended

More information

Transport for London. Code of Conduct MAYOR OF LONDON

Transport for London. Code of Conduct MAYOR OF LONDON Transport for London Code of Conduct Effective from 1 October 2008 MAYOR OF LONDON Transport for London This Code of Conduct describes TfL s ethical values and vision and sets out the behaviour that is

More information

National Occupational Standards. Compliance

National Occupational Standards. Compliance National Occupational Standards Compliance NOTES ABOUT NATIONAL OCCUPATIONAL STANDARDS What are National Occupational Standards, and why should you use them? National Occupational Standards (NOS) are statements

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

DATA QUALITY POLICY April 2010 Updated January 2015 1

DATA QUALITY POLICY April 2010 Updated January 2015 1 DATA QUALITY POLICY April 2010 Updated January 2015 1 Contents page 1. Introduction 3 2. Context and Purpose 3 3. Why is data quality important? 4 4. Characteristics of good quality data 5 5. Policy Objectives

More information

Guidance for audit committees. The internal audit function

Guidance for audit committees. The internal audit function Guidance for audit committees The internal audit function March 2004 The Combined Code on Corporate Governance July 2003 C.3 Audit Committee and Auditors Main Principle: The board should establish formal

More information

OECD GUIDELINES FOR PENSION FUND GOVERNANCE

OECD GUIDELINES FOR PENSION FUND GOVERNANCE OECD GUIDELINES FOR PENSION FUND GOVERNANCE These Guidelines were approved by the Working Party on Private Pensions on 5 June 2009. OECD GUIDELINES FOR PENSION FUND GOVERNANCE 1 I. GOVERNANCE STRUCTURE

More information

Subject: ANNUAL GOVERNANCE STATEMENT 2014/15

Subject: ANNUAL GOVERNANCE STATEMENT 2014/15 ITEM NO: 7 Report To: OVERVIEW (AUDIT) PANEL Date: 21 September 2015 Reporting Officer: Ben Jay Assistant Executive Director (Finance) Wendy Poole Head of Risk Management and Audit Services Subject: ANNUAL

More information

Human Services Quality Framework. User Guide

Human Services Quality Framework. User Guide Human Services Quality Framework User Guide Purpose The purpose of the user guide is to assist in interpreting and applying the Human Services Quality Standards and associated indicators across all service

More information

Job Description Strategic Projects Team Leader

Job Description Strategic Projects Team Leader Strategic Projects Team Leader Department: Group: Direct Line Manager: Responsible For: Planning & Community Relations Manager - & Community Relationships Three (3) Strategic Project Drivers Delegations:

More information

GOOD HE GO ERNANCE. Governance Code and Supporting Guidelines for Members of the Governing Bodies of Higher Education Institutions in Scotland

GOOD HE GO ERNANCE. Governance Code and Supporting Guidelines for Members of the Governing Bodies of Higher Education Institutions in Scotland Governance Code and Supporting Guidelines for Members of the Governing Bodies of Higher Education Institutions in Scotland July 2013 Preface I am pleased to publish a new Scottish Code of Good Higher Education

More information

Appendix 4 - Statutory Officers Protocol

Appendix 4 - Statutory Officers Protocol Appendix 4 - Statutory Officers Protocol Accountability Protocol for role of Director of Children s Services within the London Borough of Barnet Introduction In September 2014, the Chief Executive of the

More information

Annual Governance Statement 2013/14

Annual Governance Statement 2013/14 31 Annual Governance Statement 2013/14 1. SCOPE OF RESPONSIBILITY ESPO is responsible for ensuring that its business is conducted in accordance with the law and proper standards, and that public money

More information

Hertsmere Borough Council. Data Quality Strategy. December 2009 1

Hertsmere Borough Council. Data Quality Strategy. December 2009 1 Hertsmere Borough Council Data Quality Strategy December 2009 1 INTRODUCTION Public services need reliable, accurate and timely information with which to manage services, inform users and account for performance.

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

Statement of responsibilities of auditors and audited bodies: Local authorities, NHS bodies and small authorities.

Statement of responsibilities of auditors and audited bodies: Local authorities, NHS bodies and small authorities. Statement of responsibilities of auditors and audited bodies: Local authorities, NHS bodies and small authorities. 1. This statement serves as the formal terms of engagement between appointed auditors

More information

The SDNPA has agreed the following statement as an expression of the values that will govern the behaviour of its staff and Members:

The SDNPA has agreed the following statement as an expression of the values that will govern the behaviour of its staff and Members: Agenda Item 9 Appendix 1 DRAFT LOCAL CODE OF CORPORATE GOVERNANCE Introduction Corporate Governance has been defined 1 as being: how local government bodies ensure that they are doing the right things,

More information

Effective complaint handling

Effective complaint handling This guide sets out key information for state sector agencies about developing and operating an effective complaints process. It also provides information about the Ombudsman s role, as an independent,

More information

august09 tpp 09-05 Internal Audit and Risk Management Policy for the NSW Public Sector OFFICE OF FINANCIAL MANAGEMENT Policy & Guidelines Paper

august09 tpp 09-05 Internal Audit and Risk Management Policy for the NSW Public Sector OFFICE OF FINANCIAL MANAGEMENT Policy & Guidelines Paper august09 09-05 Internal Audit and Risk Management Policy for the NSW Public Sector OFFICE OF FINANCIAL MANAGEMENT Policy & Guidelines Paper Preface Corporate governance - which refers broadly to the processes

More information

Corporate Communications Strategy

Corporate Communications Strategy Corporate Communications Strategy 2014 Office for Nuclear Regulation page 1 of 6 Introduction Effective communications is an important part of ONR s success and supports our reputation as a trusted, independent

More information

How To Run East Seussex County Council

How To Run East Seussex County Council Version 2.0 CORPORATE GOVERNANCE IN EAST SUSSEX COUNTY COUNCIL POLICY STATEMENT DRAWING ON THE CIPFA & SOLACE RECOMMENDED FRAMEWORK FOR CORPORATE GOVERNANCE IN LOCAL GOVERNMENT 1. INTRODUCTION 1.1 This

More information

Corporate Governance Standard for the Civil Service

Corporate Governance Standard for the Civil Service Corporate Governance Standard for the Civil Service 0 Contents Introduction... 1 Governance Principles, and Overview of Governance Framework.. 3 Chapters Chapter 1 - Department Overview... 7 Chapter 2

More information

Audit and Performance Committee Report

Audit and Performance Committee Report Audit and Performance Committee Report Date: 3 February 2016 Classification: Title: Wards Affected: Financial Summary: Report of: Author: General Release Maintaining High Ethical Standards at the City

More information

Ongoing N/A TBC. Baseline

Ongoing N/A TBC. Baseline Position Title: Executive General Manager, Core Services Systems Operations Classification: SES Band 2 Position Number: 1018 Position Status (ongoing/nonongoing): Ongoing Division: Core Services Systems

More information

MALAYSIAN CODE ON CORPORATE GOVERNANCE

MALAYSIAN CODE ON CORPORATE GOVERNANCE MALAYSIAN CODE ON CORPORATE GOVERNANCE 2012 CONTENTS Foreword Corporate Governance in Malaysia Corporate Governance Principles and Recommendations Principle 1: Establish clear roles and responsibilities

More information

Information Governance Management Framework

Information Governance Management Framework Information Governance Management Framework Responsible Officer Author Business Planning & Resources Director Governance Manager Date effective from October 2015 Date last amended October 2015 Review date

More information

U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER

U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER As at 31 March 2014 BOARD CHARTER Contents 1. Role of the Board... 4 2. Responsibilities of the Board... 4 2.1 Board responsibilities... 4 2.2 Executive

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

Information Governance Framework

Information Governance Framework Information Governance Framework March 2014 CONTENT Page 1 Introduction 1 2 Strategic Aim 2 3 Purpose, Values and Principles 2 4 Scope 3 5 Roles and Responsibilities 3 6 Review 5 Appendix 1 - Information

More information

SCHEDULE A JOB DESCRIPTION

SCHEDULE A JOB DESCRIPTION SCHEDULE A JOB DESCRIPTION Job Title: Work Unit: Responsible To: Responsible For: Position Purpose: Financial Delegated Authority: Pay Range: Assets & Business Efficiency Coordinator Corporate and Governance

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

UNIVERSITY OF NAIROBI

UNIVERSITY OF NAIROBI UNIVERSITY OF NAIROBI INTERNAL AUDIT DEPARTMENT SERVICE CHARTER ( 2008-2013) REVISED NOVEMBER 2010 MANDATE To provide independent, objective assurance and, consulting services designed to add value and

More information

Joint Statement of Principles for Professional Accreditation

Joint Statement of Principles for Professional Accreditation Universities Australia and Professions Australia Joint Statement of Principles for Professional Accreditation 9 March 2016 Preamble Professions Australia and Universities Australia, and the members of

More information

JOB DESCRIPTION. Head of Learning and Standards. Salary grade: Management Scale 2 + 1

JOB DESCRIPTION. Head of Learning and Standards. Salary grade: Management Scale 2 + 1 JOB DESCRIPTION Job Title: Responsible to: Head of Learning and Standards Director of Faculty Salary grade: Management Scale 2 + 1 Hours per week: 21.6 hours per week Main Purpose of the Role 1. To manage

More information

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles APPLICATION of KING III CORPORATE GOVERNANCE PRINCIPLES 2013 Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have

More information

ALFI Code of Conduct for Luxembourg Investment Funds

ALFI Code of Conduct for Luxembourg Investment Funds ALFI Code of Conduct for Luxembourg Investment Funds Introduction The purpose of the ALFI Code of Conduct is to provide boards of directors with a framework of high-level principles and best practice recommendations

More information

National Standards for Safer Better Healthcare

National Standards for Safer Better Healthcare National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland

More information

R&D Administration Manager. Research and Development. Research and Development

R&D Administration Manager. Research and Development. Research and Development Document Title: Document Number: Patient Recruitment SOP031 Staff involved in development: Job titles only Document author/owner: Directorate: Department: For use by: RM&G Manager, R&D Administration Manager,

More information

APPLICATION OF KING III CORPORATE GOVERNANCE PRINCIPLES 2014

APPLICATION OF KING III CORPORATE GOVERNANCE PRINCIPLES 2014 WOOLWORTHS HOLDINGS LIMITED CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 This table is a useful reference to each of the King III principles

More information

APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES

APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES Ethical Leadership and Corporate Citizenship The board should provide effective leadership based on ethical foundation. that the company

More information

ROLE DESCRIPTION COUNTY BOROUGH COUNCILLOR G. R. DAVIES

ROLE DESCRIPTION COUNTY BOROUGH COUNCILLOR G. R. DAVIES ROLE DESCRIPTION COUNTY BOROUGH COUNCILLOR G. R. DAVIES This Role Description covers your role as: An Elected Member Deputy Leader of the Plaid Cymru Group Chair of the Public Service Delivery, Communities

More information

CCG: IG06: Records Management Policy and Strategy

CCG: IG06: Records Management Policy and Strategy Corporate CCG: IG06: Records Management Policy and Strategy Version Number Date Issued Review Date V3 08/01/2016 01/01/2018 Prepared By: Consultation Process: Senior Governance Manager, NECS CCG Head of

More information

NAVIGATING ETHICAL APPROVAL AND ACCESS IN SOCIAL CARE RESEARCH

NAVIGATING ETHICAL APPROVAL AND ACCESS IN SOCIAL CARE RESEARCH NAVIGATING ETHICAL APPROVAL AND ACCESS IN SOCIAL CARE RESEARCH January 2014 Preamble This document has been produced by the Scottish Government, the Association of Directors of Social Work (ADSW) and the

More information

Northern Ireland Assembly. Applicant Information Booklet INDEPENDENT CHAIR AND MEMBER OF THE NORTHERN IRELAND ASSEMBLY AUDIT AND RISK COMMITTEE

Northern Ireland Assembly. Applicant Information Booklet INDEPENDENT CHAIR AND MEMBER OF THE NORTHERN IRELAND ASSEMBLY AUDIT AND RISK COMMITTEE Northern Ireland Assembly Applicant Information Booklet INDEPENDENT CHAIR AND MEMBER OF THE NORTHERN IRELAND ASSEMBLY AUDIT AND RISK COMMITTEE 1 Introduction The Northern Ireland Assembly Commission (the

More information

INSURANCE ACT 2008 CORPORATE GOVERNANCE CODE OF PRACTICE FOR REGULATED INSURANCE ENTITIES

INSURANCE ACT 2008 CORPORATE GOVERNANCE CODE OF PRACTICE FOR REGULATED INSURANCE ENTITIES SD 0880/10 INSURANCE ACT 2008 CORPORATE GOVERNANCE CODE OF PRACTICE FOR REGULATED INSURANCE ENTITIES Laid before Tynwald 16 November 2010 Coming into operation 1 October 2010 The Supervisor, after consulting

More information

Wirral Council: Job Role Descriptor HR USE ONLY

Wirral Council: Job Role Descriptor HR USE ONLY Wirral Council: Job Role Descriptor Job Role: Service: Reports to: No. of Subordinates: Job Role Ref: Job Family: Grade: Practice & Governance Manager Legal & Member Services Head of Legal & Member Services

More information

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles Application of Corporate Governance Principles Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have been applied

More information

Information Governance Strategy :

Information Governance Strategy : Item 11 Strategy Strategy : Date Issued: Date To Be Reviewed: VOY xx Annually 1 Policy Title: Strategy Supersedes: All previous Strategies 18/12/13: Initial draft Description of Amendments 19/12/13: Update

More information

All CCG staff. This policy is due for review on the latest date shown above. After this date, policy and process documents may become invalid.

All CCG staff. This policy is due for review on the latest date shown above. After this date, policy and process documents may become invalid. Policy Type Information Governance Corporate Standing Operating Procedure Human Resources X Policy Name CCG IG03 Information Governance & Information Risk Policy Status Committee approved by Final Governance,

More information

RISK MANAGEMENT POLICY (Revised October 2015)

RISK MANAGEMENT POLICY (Revised October 2015) UNIVERSITY OF LEICESTER RISK MANAGEMENT POLICY (Revised October 2015) 1. This risk management policy ( the policy ) forms part of the University s internal control and corporate governance arrangements.

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

NEATH PORT TALBOT LOCAL HEALTH BOARD CORPORATE GOVERNANCE HANDBOOK

NEATH PORT TALBOT LOCAL HEALTH BOARD CORPORATE GOVERNANCE HANDBOOK NEATH PORT TALBOT LOCAL HEALTH BOARD CORPORATE GOVERNANCE HANDBOOK Purpose of this Handbook This handbook sets out, in broad terms, the Corporate Governance arrangements in place within Neath Port Talbot

More information

Towards Excellence in Adult Social Care. Statement of purpose. Sector-led improvement

Towards Excellence in Adult Social Care. Statement of purpose. Sector-led improvement Towards Excellence in Adult Social Care Statement of purpose Sector-led improvement The Towards Excellence in Adult Social Care (TEASC) programme brings together partners at a local, regional and national

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

PART 6: SECTOR SUPPLEMENTS SUPPLEMENT FOR RETIREMENT FUNDS

PART 6: SECTOR SUPPLEMENTS SUPPLEMENT FOR RETIREMENT FUNDS 1. Retirement funds the macro view and benefits of corporate governance Retirement funds are an important component of the institutional investor industry which consists of retirement funds, insurance

More information

GUIDELINES FOR PENSION FUND GOVERNANCE. (OECD Secretariat) JULY 2002

GUIDELINES FOR PENSION FUND GOVERNANCE. (OECD Secretariat) JULY 2002 GUIDELINES FOR PENSION FUND GOVERNANCE (OECD Secretariat) JULY 2002 OECD GUIDELINES FOR PENSION FUND GOVERNANCE 1. Private pension plans function on the basis of agency relationships between plan members

More information

West Sussex County Council Resilience Policy

West Sussex County Council Resilience Policy West Sussex County Council Resilience Policy INDEX page 2 Policy Statement page 3 Vision Statement,Values and General Principles page 4 Introduction and purpose page 4 Scope of the Policy page 4 The Council

More information

Council Policy. Records & Information Management

Council Policy. Records & Information Management Council Policy Records & Information Management COUNCIL POLICY RECORDS AND INFORMATION MANAGEMENT Policy Number: GOV-13 Responsible Department(s): Information Systems Relevant Delegations: None Other Relevant

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It

More information

DATA QUALITY STRATEGY

DATA QUALITY STRATEGY DATA QUALITY STRATEGY June 2008 G:\Performance Management\data quality\data Quality Strategy08.doc 1 CONTENTS CONTENTS 2 1. INTRODUCTION 3 2. BACKGROUND INFORMATION 3 3. THE PRINCIPLES OF DATA QUALITY

More information

NHS Wales Betsi Cadwaladr University (BCU) Local Health Board JOB DESCRIPTION

NHS Wales Betsi Cadwaladr University (BCU) Local Health Board JOB DESCRIPTION NHS Wales Betsi Cadwaladr University (BCU) Local Health Board JOB DESCRIPTION Post Title: Line Manager: Accountable to: Medical Director Chief Executive BCU Chief Executive for all strategic, professional

More information

Role Description Director ICT Governance, Security and Risk

Role Description Director ICT Governance, Security and Risk Role Description Director ICT Governance, Security and Risk Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code 262112 PCAT Code 1226892 Date of Approval 03 March 2014 Work

More information

Inspection Wales Remit Paper

Inspection Wales Remit Paper Inspection Wales Remit Paper A summary of the remits of the Welsh public sector audit and inspection bodies and the Inspection Wales Programme Issued: July 2015 Document reference: 376A2015 Contents Summary

More information

Code of Conduct ACS-DOBFAR

Code of Conduct ACS-DOBFAR Code of Conduct ACS-DOBFAR Board of Directors of 23/10/2012 The success of one company is based on values of transparency, credibility and loyalty, principles that represent the heritage of a company:

More information

A Guide to Corporate Governance for QFC Authorised Firms

A Guide to Corporate Governance for QFC Authorised Firms A Guide to Corporate Governance for QFC Authorised Firms January 2012 Disclaimer The goal of the Qatar Financial Centre Regulatory Authority ( Regulatory Authority ) in producing this document is to provide

More information

Board of Member States ERN implementation strategies

Board of Member States ERN implementation strategies Board of Member States ERN implementation strategies January 2016 As a result of discussions at the Board of Member States (BoMS) meeting in Lisbon on 7 October 2015, the BoMS set up a Strategy Working

More information

Code of Practice. Overall. A1.2 Segregation, identification and safeguarding of trust assets is paramount.

Code of Practice. Overall. A1.2 Segregation, identification and safeguarding of trust assets is paramount. Code of Practice A Overall A1. Integrity A TACT member must conduct its business with integrity. A1.1 Members will ensure that their key persons and officers work with the highest integrity at all times

More information

Issue 1.0. UoG/ILS/IS 001. Information Security and Assurance Policy. Information Security and Compliance Manager

Issue 1.0. UoG/ILS/IS 001. Information Security and Assurance Policy. Information Security and Compliance Manager Document Reference Number Date Title Author Owning Department Version Approval Date Review Date Approving Body UoG/ILS/IS 001 January 2016 Information Security and Assurance Policy Information Security

More information

NORTH YORKSHIRE FIRE AND RESCUE AUTHORITY FINANCIAL MANAGEMENT FRAMEWORK SECTION A INTRODUCTION

NORTH YORKSHIRE FIRE AND RESCUE AUTHORITY FINANCIAL MANAGEMENT FRAMEWORK SECTION A INTRODUCTION NORTH YORKSHIRE FIRE AND RESCUE AUTHORITY FINANCIAL MANAGEMENT FRAMEWORK SECTION A INTRODUCTION 1.1 Key to the achievement of the Authority s own and other stakeholders objectives is an effective system

More information

Business Continuity Policy. Version 1.0

Business Continuity Policy. Version 1.0 Business Continuity Policy Version.0 January 206 Contents Contents Version control Foreword Policy. Scope.2 Aim and objectives.3 Methods and standards.4 Responsibilities.5 Governance.6 Training and exercises

More information

Health and Safety Policy and Procedures

Health and Safety Policy and Procedures Health and Safety Policy and Procedures Health & Safety Policy & Procedures Contents s REVISION AND AMENDMENT RECORD : Summary of Change Whole Policy 4.0 05 Nov 08 Complete re-issue Whole Policy 4.1 10

More information

POLICY ON CORPORATE GOVERNANCE FOR LESOTHO PUBLIC ENTERPRISES, GOVERNMENT AGENCIES AND ENTITIES

POLICY ON CORPORATE GOVERNANCE FOR LESOTHO PUBLIC ENTERPRISES, GOVERNMENT AGENCIES AND ENTITIES POLICY ON CORPORATE GOVERNANCE FOR LESOTHO PUBLIC ENTERPRISES, GOVERNMENT AGENCIES AND ENTITIES PREAMBLE The Government of Lesotho has noted the increasing demand of the citizens for better control and

More information

ARB's overarching goals The Board has identified two objectives from the Act which underpin all of our work:

ARB's overarching goals The Board has identified two objectives from the Act which underpin all of our work: Architects Registration Board Communications Strategy Introduction Effective communication is key to the work of the Architects Registration Board (ARB), enabling the organisation to build and maintain

More information