GOVERNANCE AND ACCOUNTABILITY. 9.1 The Lead Force shall ensure that the Chair of the Strategic Oversight Board establishes the various boards that are referred to in Schedule 3 (Governance) and shall be responsible for the oversight of the Programme and the terms of this Agreement.
GOVERNANCE AND ACCOUNTABILITY. 10.1 The Parties may agree from time to time a governance structure for all collaborative working undertaken between the Parties and this structure for the time being is set out within Schedule II and can be varied at any time with the agreement of the Parties.
GOVERNANCE AND ACCOUNTABILITY. 1.1 The duties of the Birmingham Organising Committee derive principally from the Host City Contract and this Management Agreement. The Secretary of State and other members of the Department’s ministerial team will account for Birmingham Organising Committee’s business in Parliament.
GOVERNANCE AND ACCOUNTABILITY. 2.1 The statutory and other duties of the BFI derive from the Royal Charter. The BFI is also a registered charity and must comply with charity law.
GOVERNANCE AND ACCOUNTABILITY. 6.1. A Steering Group will be established comprising two (2) representatives from B&NES and two (2) from BWCE with ad hoc attendance at Steering Group meetings as required.
GOVERNANCE AND ACCOUNTABILITY. D.3.1 As the MOU is signed off and implemented arrangements will inevitably strengthen and develop further.
GOVERNANCE AND ACCOUNTABILITY. 7.1. The SCOAF shall operate corporate governance arrangements that, so far as practicable and in the light of the other provisions of this framework document or as otherwise may be mutually agreed, accord with good corporate governance practice and applicable regulatory requirements and expectations.
GOVERNANCE AND ACCOUNTABILITY. 2.1. The statutory and other duties of the BTA derive from the Development of Tourism Act 1969. It undertakes British-wide and England-specific activity under the brands of “VisitBritain” and “VisitEngland”. The BTA Board is advised on English tourism matters by the English Tourist Board (also known as the VisitEngland Advisory Board). This is an advisory board responsible for advising the executive and board of the BTA on how to deliver English activity.
GOVERNANCE AND ACCOUNTABILITY. The statutory and other duties of the NMHF derive from The National Heritage Act 1980, as amended. The Secretary of State and other members of the DCMS ministerial team will account for the NHMF’s business in Parliament. The respective responsibilities of the DCMS Principal Accounting Officer and Accounting Officers for NDPBs and other arm’s length bodies are set out in Chapter 3 of Managing Public Money which is sent separately to the Accounting Officers on appointment and summarised below. The terms of appointment of the Chair and Board members are as set out in the NHMF’s founding legislation or other founding documents. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. In line with the founding legislation or documents, and, where applicable, the Government’s Code of Practice on Corporate Governance, the Board will consist of a Chair, together with up to 14 members that have a balance of skills and experience appropriate to directing the NHMF’s business. The Chief Executive is appointed by the Board of the NHMF. They report to the Board on the day-to-day running of the organisation and its performance against objectives. In addition to this, they will normally be the Accounting Officer for the NHMF and will have specific duties in this regard, which are set out in section 4 below.
GOVERNANCE AND ACCOUNTABILITY. 8.1 Bidding organisations will need to demonstrate that they have the ability to meet the following criteria: to have in place clear, robust and fully accountable governance arrangements for the delivery of UKTI services; to be capable of receiving and accounting for public funds and to be in strong financial health; to have the capacity to recruit, employ and manage staff; to have in place, or have access to, necessary support services including IT, personnel, administration, and finance; and where appropriate, to have the knowledge and experience of bidding for and managing ERDF supported projects or to provide a clear explanation of the way in which the bidder would work with others to put together viable ERDF bids.
