Common use of Common Purpose Clause in Contracts

Common Purpose. 2.1 The Scottish Government, the NHS in Scotland and ▇▇▇▇▇, on behalf of Scottish Local Government (hereafter 'The Partners') agree that they will work together to improve the quality, productivity, impact andsustainabilityof local health, housing and care services across Scotland. They will do this within the framework of law relating to these services, and within the agreed natiol1al outcomes and priorities at cmypoint in time. 2.2 In general, the key priorities for the, next period are agreed to be support for partnership working across health and local authorities working with other sectors, the effective delivery of local change fund plans, the Reshaping care for Older People transformational change programme and associated joint commissioning strategies. 2.3 Furthermore, for the above 'purpose, the Partners agree that there should be a collectively governed improvement • resource ' to', 'support 'local improvement' and development. This resource, to be known as the 'Joint Improvement Team' (JIT) will provide a range of practical improvement support and challenge including knowledge exchange, developmentalinl1ovation and improvement capacity' and support to local partnerships" across Scotland. The' resource ▇▇▇▇ ▇▇▇▇▇▇▇▇, the identification, development, ,evaluation, spread and., adoption of good practice. The partners, in affirming this, agree to contribute to the governance and leadership of the J IT and,to support its role in challenging existing practice and driving improved practice. 2.4 The Partners further agree that a joint Board should be created to provide governance and leadership. oftheJIT (in accordance with the provisions laid out in Annex 1) from April 2013. They agree that the Board should comprise senior execLJtive representatives of, each of the partners, and invited representatives from each of the Independent Sector ,and the Third Sector, with additional representatives to be agreed by the Board. The remit and roles of the . 'Board', the 'Chair' and the 'Director' are agreed to be those specified in Annex 1, and the Board will be accountable for fully delivering on the JIT's remit. The partners agree that their representatives on the Board should be of a seniority to act authoritatively on behalf of their community. It is further agreed that an independent chair be appointed to preside over those governance arrangements. The Board will make arrangements for, at least, annual review meetings with Scottish Ministers and CoSLA to ensure political scrutiny.‌ 2.5 A programme budget will be agreed based on a prioritised 3 year strategic work programme. This will take into account the original partnership resources for the JIT and any additional resources required. This will be reviewed on an annual basis. In agreeing the programme budget, the Board on behalf of the Partners is agreeing to be accountable for the use of the monies provided, and for the performance and impact of the JIT. In agreeing the programme budget, the Partners, through their representation on the Board, agree to provide strategic leadership and to promote ownership of the JIT programme within their respective communities. 2.6 JIT is an articulation of the work of national partners and the lead partners in health and social care reform, coming together to drive change and improvement. 2.7 JIT's remit, on behalf of the 'whole' partnership is to support service improvements and provide practical support to the 32 health, housing and social care partnerships to: • Achieve the outcomes and targets agreed by the national partners; • Provide leadership in the delivery of health and social care reform to drive local change and improvement; • Improve performance by developing sustainable solutions to challenges that inhibit the provision of best value and best quality care and outcomes; • Develop more integrated approaches to the redesign, commissioning and delivery and evaluation of health, housing and social care services. • Embed the use of preventative spend, and preventative approaches in general. • Adopt an assets-based approach such as co-production, and embed a personal outcomes approach.