Common use of Management Information Clause in Contracts

Management Information. 4.1 The table below sets out the management information that the Department requires the Birmingham Organising Committee to provide. The Department may add or change the management information required depending on future information requirements. Timescale3 What How Purpose Monthly (9th working day of each month) Grant-in-Aid requests Via Finance Partnership Webpage To get the ALB’s latest forecast income and expenditure for reporting to Board and HM Treasury and cash drawdown Quarterly Consultancy4 return (including nil returns) By e-mail to CGDU Finance To enable Cabinet Office to keep track of the number of public sector consultancy contracts. Monthly Gift and hospitality register By email to CGDU Finance To ensure transparency of payments Monthly Spend over £25,000 By email to CGDU Finance And in addition: Publish tenders and contract details on Contracts Finder and on the Birmingham Organising Committee’s website. Transparency: to inform public how public money is spent and enable suppliers to find out about tender opportunities Quarterly Key metrics (total procurement spend, spend with SMEs and the Voluntary, Community and Social Enterprise sector) By e-mail to CGDU Finance Benchmarking of procurement spend and provision of data on economic effect of spend by Departments and ALBs Quarterly Exchequer funds held in commercial bank accounts By e-mail to CGDU Finance To supply HM Treasury with details of how much government funding is held outside GBS Quarterly Medium Term Financial Model returns By e-mail to CGDU Finance To get the ALB’s latest capital profiles for internal management and reporting to Finance Committee Annually Input to Group accounts /Whole of Government Accounts (WGA) Provide a complete consolidation packs, WGA transactions and balances exercise as directed by the Department Alignment: to consolidate the ALB’s resource accounts within the the Department’s resource accounts WGA: to gather counter-party details for consolidation. Annually Sustainability data By e-mail to CGDU Finance To meet HM Treasury requirement to supply centre with sustainability data Annual EU public procurement statutory return (Schedule 1 or Schedule 2 as appropriate) By e-mail to Cabinet Office via CGDU Finance Legal requirement to provide data on number of tenders advertised in the European Journal Annually - Mid August Country and Regional analysis data By e-mail to CGDU Finance HM Treasury requirement - feeds into the Core Tables for the Annual Report and Accounts Six-monthly Publication of senior salaries and organograms On the ALB’s website or hosted on the Department’s website Transparency: to inform public how public money is spent Annually Pay Remit and pay remit outturn By e-mail to ALB Team To ensure spend on pay is aligned across Government Annually Publication of salaries over £150k By e-mail to ALB Team (for publication on Cabinet Office website) Transparency: to inform public how public money is spent Annually Sharing of Strategic Risk Register as per paragraph 13.1 of the Governance framework. At annual performance meeting Enable timely and appropriate response to risk Ad hoc immediate as required Completion and updating of e-Pims™ database Directly into e-Pims™ system To ensure accurate property and estate information is maintained at all times On request Sharing of audit strategy, periodic audit plans and annual audit report, including the Head of Internal Audit’s opinion on risk management, control and governance. With Finance and Head of Internal Audit on request Assurance of financial management Part C: Birmingham Organising Committee Governance Framework 1.1 The duties of the Birmingham Organising Committee derive 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. 1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for Non-Departmental Public Bodies 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. 1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. 1.4 In line with the Host City Contract (Annex 2), and, where applicable, the Government’s Code of Practice on Corporate Governance and the Code for Sport Governance, the Board will consist of a Chair and a deputy Chair, together with 12 other members. The Chair and five Non-Executive Directors (including the deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or deputy Chair. 1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. 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 be the Accounting Officer for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 below.

Management Information. 4.1 The table below sets out the management information that the Department requires expects the Birmingham Organising Committee BTA to provideprovide DCMS over the course of 2020-21. The Department As per the above section on engagement, all returns should routinely copy in the DCMS Sponsor Team. These may add or be subject to change the management information required depending on future information requirements. Timescale3 What How Purpose Monthly (9th working day of each month) Grant-in-Aid requests Via Finance Partnership Webpage To get the ALB’s latest forecast income and expenditure for reporting to Board and HM Treasury and cash drawdown Quarterly Consultancy4 Treasury. Monthly Consultancy return (including nil returns) By e-mail to CGDU Finance DCMS Procurement and Commercial Team To enable Cabinet Office to keep track of the number of public sector consultancy contracts. Monthly Gift and hospitality register Cash management figures within GBS accounts By email e-mail to CGDU DCMS Finance To ensure transparency of payments supply HM Treasury with forecast for cash management inside GBS Monthly Spend over £25,000 By email to CGDU Finance And in addition: Publish tenders and contract details on Contracts Finder and on On the Birmingham Organising CommitteeALB’s website. website Transparency: to inform the public how public money is spent Quarterly Review of key metrics, targets, and enable suppliers reports related to find out about tender opportunities Quarterly procurement activity and contract management: ● Contract Register ● Procurement Pipeline ● Key metrics commercial risks ● Government Commercial Operating Standards (total procurement spendBaseline, spend targets and improvement progress) ● SME targets ● Spend with SMEs and the Voluntary, Community and Social Enterprise sector) By e-mail sector ● Social Value in Procurement ● Contract Management Quarterly Meeting with DCMS Commercial representative - supported by emailed Data Return to CGDU Finance DCMS Procurement and Commercial Team in advance Benchmarking of procurement spend spend, assessment of compliance with regulations, context of wider procurement picture and provision of data on economic effect of spend by Departments and ALBs Quarterly Exchequer funds held in commercial bank accounts By e-mail to CGDU DCMS Finance To supply HM Treasury with details of how much government funding is held outside GBS Quarterly Medium Term Financial Model returns By e-mail to CGDU DCMS Finance To get the ALB’s latest capital profiles for internal management and reporting to the Finance Committee Quarterly Report on non-tender actions By e-mail to DCMS Procurement and Commercial team To meet requirement of recent GIAA audit Annually Input Publication of senior salaries and performance awards and organograms On the ALB’s website or hosted on DCMS website Transparency: to Group accounts /Whole of Government Accounts (WGA) Provide a complete inform the public how public money is spent Annually Alignment/WGA Alignment consolidation packs, WGA transactions and balances exercise as directed by the Department Alignment: to consolidate the ALB’s resource accounts within the the Department’s DCMS resource accounts WGA: to gather counter-party details for consolidation. Annually Sustainability data By e-mail to CGDU DCMS Finance and DCMS Sustainability Champion To meet HM Treasury requirement to supply centre with sustainability data Annual Annually EU public procurement statutory return (Schedule 1 or Schedule 2 as appropriate) By e-mail to Cabinet Office via CGDU Finance Legal requirement to provide data on number of tenders advertised in the European Journal Annually - Mid August Country and Regional analysis data By e-mail to CGDU DCMS Finance HM Treasury requirement - feeds into the Core Tables for the Annual Report and Accounts SixAnnually Annual report and accounts By e-monthly Publication of senior salaries and organograms On the ALB’s website or hosted mail to DCMS Finance as per timetable (separate guidance is issued on the Department’s website Transparency: to inform public how public money is spent this) Statutory obligation Annually Pay Remit and pay remit outturn By e-mail to DCMS ALB Team To ensure spend on pay is aligned across Government Annually Publication of salaries over £150k By e-mail to DCMS ALB Team (for publication on the Cabinet Office website) Transparency: to inform the public how public money is spent Annually Sharing of Strategic Risk Register as per paragraph 13.1 of the Governance framework. At annual performance meeting Enable timely and appropriate response to risk Ad hoc immediate as required Completion and updating of e-Pims™ database Directly into e-Pims™ system To ensure accurate property and estate information is maintained at all times On request Sharing of audit With DCMS Assurance of financial strategy, periodic Finance, on management audit plans and request annual audit report, including the Head of Internal Audit’s opinion on risk management, control and governance. With Finance and Head of Internal Audit on request Assurance of financial management Part C: Birmingham Organising Committee Governance Framework 1.1 The duties of the Birmingham Organising Committee derive 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. 1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for Non-Departmental Public Bodies 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. 1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. 1.4 In line with the Host City Contract (Annex 2), and, where applicable, the Government’s Code of Practice on Corporate Governance and the Code for Sport Governance, the Board will consist of a Chair and a deputy Chair, together with 12 other members. The Chair and five Non-Executive Directors (including the deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or deputy Chair. 1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. 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 be the Accounting Officer for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 below.

Management Information. 4.1 The table below sets out the management information that the Department requires expects the Birmingham Organising Committee NHMF to provideprovide in the course of a 12 month period. The Department These may add or be subject to change the management information required depending on future information requirements. Timescale3 Timescale What How Purpose Monthly (9th working day of each month) Grant-in-Aid requests Via Finance Partnership Webpage To get the ALB’s latest forecast income and expenditure for reporting to Board and HM Treasury and cash drawdown Quarterly Consultancy4 Treasury. Also the mechanism for paying GIA to the National Heritage Memorial Fund. Monthly Consultancy return (including nil returns) By e-mail to CGDU Finance DCMS Procurement and Commercial Team To enable Cabinet Office to keep track of the number of public sector consultancy contracts. Monthly Gift and hospitality register Cash management figures. By email e-mail to CGDU Finance To ensure transparency of payments supply HM Treasury with forecast for cash management. Monthly Spend over £25,000 By email to CGDU Finance And in addition: Publish tenders and contract details on Contracts Finder and on On the Birmingham Organising CommitteeALB’s website. website Transparency: to inform public how public money is spent and enable suppliers to find out about tender opportunities Quarterly Key metrics (total procurement spend, spend with SMEs and the Voluntary, Community and Social Enterprise sector) By e-mail to CGDU Finance DCMS Procurement and Commercial Team Benchmarking of procurement spend and provision of data on economic effect of spend by Departments and ALBs Quarterly Exchequer funds held in commercial bank accounts By e-mail to CGDU Finance To supply HM Treasury with details of how much government funding is held outside GBS Quarterly Medium Term Financial Model returns By e-mail to CGDU Finance To get the ALB’s latest capital profiles for internal management and reporting to Finance Committee Six-monthly Publication of senior salaries and organograms On the ALB’s website or hosted on DCMS website Transparency: to inform public how public money is spent Annually Input to Group accounts /Whole of Government Accounts (WGA) Provide a complete Alignment/WGA Alignment consolidation packs, WGA transactions and balances exercise as directed by the Department Alignment: to consolidate the ALB’s resource accounts within the the Department’s DCMS resource accounts WGA: to gather counter-party details for consolidation. Annually Sustainability data By e-mail to CGDU Finance and DCMS Sustainability Champion To meet HM Treasury requirement to supply centre with sustainability data Annual EU public procurement statutory return (Schedule 1 or Schedule 2 as appropriate) By e-mail to Cabinet Office via CGDU Finance Legal requirement to provide data on number of tenders advertised in the European Journal Annually - Mid August Country and Regional analysis data By e-mail to CGDU Finance HM Treasury requirement - feeds into the Core Tables for the Annual Report and Accounts SixAnnually Annual report and accounts By e-monthly Publication of senior salaries and organograms On the ALB’s website or hosted mail to Finance as per timetable (separate guidance is issued on the Department’s website Transparency: to inform public how public money is spent this) Statutory obligation Annually Pay Remit and pay remit outturn By e-mail to ALB Team To ensure spend on pay is aligned across Government Annually Publication of salaries over £150k By e-mail to ALB Team (for publication on Cabinet Office website) Transparency: to inform public how public money is spent Annually Sharing of Strategic Risk Register as per paragraph 13.1 of the Governance framework. At annual performance meeting Enable timely and appropriate response to risk Ad hoc immediate as required Completion and updating of e-Pims™ database Directly into e-Pims™ system To ensure accurate property and estate information is maintained at all times On request Sharing of audit strategy, periodic audit plans and annual audit report, including the Head of Internal Audit’s opinion on risk management, control and governance. With Finance and Head of Internal Audit of, on request Assurance of financial management Part C: Birmingham Organising Committee Governance Framework 1.1 The duties of the Birmingham Organising Committee derive 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. 1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for Non-Departmental Public Bodies 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. 1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. 1.4 In line with the Host City Contract (Annex 2), and, where applicable, the Government’s Code of Practice on Corporate Governance and the Code for Sport Governance, the Board will consist of a Chair and a deputy Chair, together with 12 other members. The Chair and five Non-Executive Directors (including the deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or deputy Chair. 1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. 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 be the Accounting Officer for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 below.management

Management Information. 4.1 The table below sets out the management information that the Department requires the Birmingham Organising Committee to provide. The Department may add or change the management information required depending on future information requirements. Timescale3 Timescale2 What How Purpose Monthly (9th working day of each month) Grant-in-Aid requests Via Finance Partnership Webpage To get the ALB’s latest forecast income and expenditure for 2 Reporting to be carried out in line with financial reporting timetable. Financial year to run 1 April - 31 March reporting to Board and HM Treasury and cash drawdown Quarterly Consultancy4 Consultancy3 return (including nil returns) By e-mail to CGDU Finance To enable Cabinet Office to keep track of the number of public sector consultancy contracts. Monthly Gift and hospitality register By email to CGDU Finance To ensure transparency of payments Monthly Spend over £25,000 By email to CGDU Finance And in addition: Publish tenders and contract details on Contracts Finder and on the Birmingham Organising Committee’s website. Transparency: to inform public how public money is spent and enable suppliers to find out about tender opportunities Quarterly Key metrics (total procurement spend, spend with SMEs and the Voluntary, Community and Social Enterprise sector) By e-mail to CGDU Finance Benchmarking of procurement spend and provision of data on economic effect of spend by Departments and ALBs Quarterly Exchequer funds held in commercial bank accounts By e-mail to CGDU Finance To supply HM Treasury with details of how much government funding is held outside GBS Quarterly Medium Term Financial Model returns By e-mail to CGDU Finance To get the ALB’s latest capital profiles for 3 The provision to management of objective advice relating to strategy, structure, management or operations of an organisation, in pursuit of its purposes and objectives. returns internal management and reporting to Finance Committee Annually Input to Group accounts /Whole / Whole of Government Accounts (WGA) Provide a complete consolidation packspack, WGA transactions and balances exercise as directed by the Department Alignment: to consolidate the ALB’s resource accounts within the the Department’s resource accounts WGA: to gather counter-party details for consolidation. Annually Sustainability data By e-mail to CGDU Finance To meet HM Treasury requirement to supply the centre with sustainability data Annual EU public procurement statutory return (Schedule 1 or Schedule 2 as appropriate) By e-mail to Cabinet Office via CGDU Finance Legal requirement to provide data on number of tenders advertised in the European Journal Annually - Mid August Country and Regional analysis data By e-mail to CGDU Finance HM Treasury requirement - feeds into the Core Tables for the Annual Report and Accounts Six-monthly Publication of senior salaries and organograms On the ALB’s website or hosted on the Department’s website Transparency: to inform public how public money is spent Annually Pay Remit remit and pay remit outturn By e-mail to ALB Team To ensure spend on pay is aligned across Government Annually Publication of salaries over £150k By e-mail to ALB Team (for publication on Cabinet Office website) Transparency: to inform public how public money is spent Annually Sharing of Strategic Risk Register as per paragraph 13.1 of the Governance framework. At annual performance meeting Enable timely and appropriate response to risk framework. Ad hoc immediate as required Completion and updating of e-Pims™ database Directly into e-Pims™ system To ensure accurate property and estate information is maintained at all times On request Sharing of audit strategy, periodic audit plans and annual audit report, including the Head of Internal Audit’s opinion on risk management, control and governance. With Finance and Head of Internal Audit on request Assurance of financial management Part C: Birmingham Organising Committee Governance Framework 1.1 The duties of the Birmingham Organising Committee derive 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. 1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for Non-Departmental Public Bodies 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. 1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. 1.4 In line with the Host City Contract (Annex 2), and, where applicable, the Government’s Code of Practice on Corporate Governance and the Code for Sport Governance, the Board will consist of a Chair and a deputy Chair, together with 12 other members. The Chair and five Non-Executive Directors (including the deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or deputy Chair. 1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. 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 be the Accounting Officer for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 below.management

Management Information. 4.1 5.1 The table below sets out the management information that the Department requires expects UK Anti-Doping to provide in the Birmingham Organising Committee course of a 12-month period. These may be subject to provide. The Department may add or change the management information required depending on future information requirements. Timescale3 Timescale What How Purpose Monthly (9th working day of each month) Grant-in-Aid requests Via Finance Partnership Webpage To get the ALB’s latest forecast income and expenditure for of each month) reporting to Board and HM Treasury and cash drawdown Quarterly Consultancy4 Treasury. Also the mechanism for paying GIA to the ALB Monthly Consultancy return (including nil returns) By e-mail to CGDU Finance DCMS Procurement and Commercial Team To enable Cabinet Office to keep track of the number of public sector consultancy contracts. Monthly Gift and hospitality register Cash management figures within GBS accounts By email e-mail to CGDU Finance To ensure transparency of payments Monthly supply HM Treasury with forecast for cash management inside GBS Quarterly Spend over £25,000 By email to CGDU Finance And in addition: Publish tenders and contract details on Contracts Finder and on On the Birmingham Organising CommitteeALB’s website. website Transparency: to inform public how public money is spent and enable suppliers to find out about tender opportunities Quarterly Key metrics (total procurement spend, spend with SMEs and the Voluntary, Community and Social Enterprise sector) By e-mail to CGDU Finance DCMS Procurement and Commercial Team Benchmarking of procurement spend and provision of data on economic effect of spend by Departments and ALBs Quarterly Exchequer funds held in commercial bank accounts By e-mail to CGDU Finance To supply HM Treasury with details of how much government funding is held outside GBS Quarterly Medium Term Financial Model returns By e-mail to CGDU Finance To get the ALB’s latest capital profiles for internal management and reporting to Finance Committee Six-monthly Publication of senior salaries and organograms On the ALB’s website or hosted on DCMS website Transparency: to inform public how public money is spent Annually Input to Group accounts /Whole of Government Accounts (WGA) Provide a complete Alignment/WGA Alignment consolidation packs, WGA transactions and balances exercise as directed by the Department Alignment: to consolidate the ALB’s resource accounts within the the Department’s DCMS resource accounts WGA: to gather counter-party details for consolidation. Annually Sustainability data By e-mail to CGDU Finance and DCMS Sustainability Champion To meet HM Treasury requirement to supply centre with sustainability data Annual EU public procurement statutory return (Schedule 1 or Schedule 2 as appropriate) By e-mail to Cabinet Office via CGDU Finance Legal requirement to provide data on number of tenders advertised in the European Journal Annually - Mid August Country and Regional analysis data By e-mail to CGDU Finance HM Treasury requirement - feeds into the Core Tables for the Annual Report and Accounts SixAnnually Annual report and accounts By e-monthly Publication of senior salaries and organograms On the ALB’s website or hosted mail to Finance as per timetable (separate guidance is issued on the Department’s website Transparency: to inform public how public money is spent this) Statutory obligation Annually Pay Remit and pay remit outturn By e-mail to ALB Team To ensure spend on pay is aligned across Government Annually Publication of salaries over £150k By e-mail to ALB Team (for publication on Cabinet Office website) Transparency: to inform public how public money is spent Annually Sharing of Strategic Risk Register as per paragraph 13.1 of the Governance framework. At annual performance meeting Enable timely and appropriate response to risk Annual Efficiency Return Pro-forma To provide evidence that the 1% target has been met, to demonstrate what measures have been taken to achieve this and to demonstrate how these savings have been recycled back into frontline services. Ad hoc immediate as required Completion and updating of e-Pims™ database Directly into e-Pims™ system To ensure accurate property and estate information is maintained at all times On request Sharing of audit strategy, periodic audit plans and annual audit report, including the Head of Internal Audit’s opinion on risk management, control and & governance. With Finance and Head of Internal Audit of, on request Assurance of financial management Part C: Birmingham Organising Committee Governance Framework 1.1 The duties of the Birmingham Organising Committee derive 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. 1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for Non-Departmental Public Bodies 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. 1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. 1.4 In line with the Host City Contract (Annex 2), and, where applicable, the Government’s Code of Practice on Corporate Governance and the Code for Sport Governance, the Board will consist of a Chair and a deputy Chair, together with 12 other members. The Chair and five Non-Executive Directors (including the deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or deputy Chair. 1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. 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 be the Accounting Officer for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 below.management

Management Information. 4.1 The table below sets out the management information that the Department requires the Birmingham Organising Committee to provide. The Department may add or change the management information required depending on future information requirements. Timescale3 Timescale2 What How Purpose Monthly (9th working day of each month) Grant-in-Aid requests Via Finance Partnership Webpage To get the ALB’s latest forecast income and expenditure for 2 Reporting to be carried out in line with financial reporting timetable. Financial year to run 1 April - 31 March reporting to Board and HM Treasury and cash drawdown Quarterly Consultancy4 Consultancy3 return (including nil returns) By e-mail to CGDU Finance To enable Cabinet Office to keep track of the number of public sector consultancy contracts. Monthly Gift and hospitality register By email to CGDU Finance To ensure transparency of payments Monthly Spend over £25,000 By email to CGDU Finance And in addition: Publish tenders and contract details on Contracts Finder and on the Birmingham Organising Committee’s website. Transparency: to inform public how public money is spent and enable suppliers to find out about tender opportunities Quarterly Key metrics (total procurement spend, spend with SMEs and the Voluntary, Community and Social Enterprise sector) By e-mail to CGDU Finance Benchmarking of procurement spend and provision of data on economic effect of spend by Departments and ALBs Quarterly Exchequer funds held in commercial bank accounts By e-mail to CGDU Finance To supply HM Treasury with details of how much government funding is held outside GBS Quarterly Medium Term Financial Model returns By e-mail to CGDU Finance To get the ALB’s latest capital profiles for 3 The provision to management of objective advice relating to strategy, structure, management or operations of an organisation, in pursuit of its purposes and objectives. returns internal management and reporting to Finance Committee Annually Input to Group accounts /Whole / Whole of Government Accounts (WGA) Provide a complete consolidation packspack, WGA transactions and balances exercise as directed by the Department Alignment: to consolidate the ALB’s resource accounts within the the Department’s resource accounts WGA: to gather counter-party details for consolidation. Annually Sustainability data By e-mail to CGDU Finance To meet HM Treasury requirement to supply the centre with sustainability data Annual EU public procurement statutory return (Schedule 1 or Schedule 2 as appropriate) Annually - Mid Country and By e-mail to Cabinet Office via CGDU Finance Legal requirement to provide data on number of tenders advertised in the European Journal Annually - Mid HM Treasury August Country and Regional analysis data By e-mail to CGDU Finance HM Treasury requirement - feeds into the Core Tables for the Annual Report and Accounts Six-monthly Publication of senior salaries and organograms On the ALB’s website or hosted on the Department’s website Transparency: to inform public how public money is spent Annually Pay Remit remit and pay remit outturn By e-mail to ALB Team To ensure spend on pay is aligned across Government Annually Publication of salaries over £150k By e-mail to ALB Team (for publication on Cabinet Office website) Transparency: to inform public how public money is spent Annually Sharing of Strategic Risk Register as per paragraph 13.1 of the Governance framework. At annual performance meeting Enable timely and appropriate response to risk framework. Ad hoc Completion and Directly into To ensure accurate immediate as required Completion and updating of e-Pims™ database Directly into system property and estate required e-Pims™ system To ensure accurate property and estate information is maintained database at all times On request Sharing of audit With Finance Assurance of financial strategy, periodic and Head of management audit plans and Internal Audit on annual audit request report, including the Head of Internal Audit’s opinion on risk management, control and governance. With Finance and Head of Internal Audit on request Assurance of financial management Part C: Birmingham Organising Committee Governance Framework 1.1 The duties of the Birmingham Organising Committee derive 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. 1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for Non-Departmental Public Bodies 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. 1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. 1.4 In line with the Host City Contract (Annex 2), and, where applicable, the Government’s Code of Practice on Corporate Governance and the Code for Sport Governance, the Board will consist of a Chair and a deputy Chair, together with 12 other members. The Chair and five Non-Executive Directors (including the deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or deputy Chair. 1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. 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 be the Accounting Officer for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 below.

Management Information. 4.1 The table below sets out the management information that the Department requires expects The National Lottery Community Fund to provide in the Birmingham Organising Committee to providecourse of a 12 month period; for ease of reference, we have also included some that are not specifically financial. The Department Fund should also refer to the Financial Directions for reporting requirements specific to Lottery distributors and the NLDF. 4.2 The reports below may add or be subject to change the management information required depending on future information requirements, including those emerging from public body reform and other agendas from the Cabinet Office. Timescale3 What How Purpose Monthly (9th working day There may also be additional reporting requirements negotiated and agreed as Dormant Accounts policy development progresses, to be agreed through correspondence during the course of each month) Grant-in-Aid requests Via Finance Partnership Webpage 2018 I 2019, as set out in the introduction to this document. 4.3 Performance reporting on individual third party work programmes is negotiated through grant agreements. Weekly Standard reporting of new, amended and withdrawn Lottery grant awards By email to NLDF team . To get support the ALB’s latest forecast income and expenditure for regular reporting to Board and HM Treasury and cash drawdown the public of all National Lottery awards via the National Lottery Grants Database. Quarterly Consultancy4 Consultancy return (including nil returns) By e-mail to CGDU Finance DCMS Procurement and Commercial Team To enable Cabinet Office to keep track of the number of public sector consultancy contracts. Monthly Gift and hospitality register By email to CGDU Finance To ensure transparency of payments Monthly Spend over £25,000 By email to CGDU Finance And in addition: Publish tenders and contract details on Contracts Finder and on On the Birmingham Organising Committee’s website. The National Lottery Community Fund website Transparency: to inform the public how public money is spent and enable suppliers to find out about tender opportunities Quarterly Key metrics (total procurement spend, spend with SMEs and the Voluntary, Community and Social Enterprise sector) By e-mail to CGDU Finance DCMS Procurement and Commercial Team Benchmarking of procurement spend and provision of data on economic effect of 17 Community and spend by Social Enterprise Departments and sector and social ALBs ' value benefit) Quarterly Exchequer funds held in commercial bank ,accounts By e-mail to CGDU Finance To supply HM Treasury with details of how much government funding is held outside GBS To inform a variety of DCMS purposes including briefings to Ministers and senior management and returns to Office of Budget Responsibilities Quarterly Medium Term Financial Model - Standard " Lot" returns on forward commitments, forecast drawdown, and drawdown apportionment across capital/resource By email to NLDF team Quarterly Minutes and papers for the Fund's UK Board meetings, including strategic risk register By email to OCS Strategy and Partnership Team, within a week of the meeting date By e-mail to CGDU DCMS Finance To get inform briefings to ministers and DCMS Board, and risk and assurance reporting processes Six-monthly Forecasts required for the ALB’s latest capital profiles for internal management Supplementary Estimates Reported to HM Treasury through the (OSCAR) system and reporting used by HM Treasury. Six-monthly Publication of senior salaries and organograms On the The National Lottery Community Fund i.yebsite or hosted on DCMS website Transparency: to Finance Committee inform the public how public money is spent Annually Input to Group accounts /Whole Alignment/Whole of Government Accounts (WGA) Provide a complete Alignment consolidation packs, and WGA transactions and balances exercise as directed by the Department Alignment: to consolidate the ALB’s 's resource accounts within the the Department’s DCMS resource accounts WGA: to gather counter-party details for consolidation. Annually Sustainability data By e-mail to CGDU DCMS Finance and Sustainability Champion To meet HM Treasury requirement to supply centre with sustainability data Annual EU public procurement statutory return (Schedule 1 or Schedule 2 as appropriate) By e-mail to Cabinet Office via CGDU Finance Legal requirement to provide data on number of tenders advertised in the European Journal Annually - Mid August Country and Regional analysis data regional By e-mail to CGDU Finance DCMS HM Treasury 18 analysis data Finance requirement - feeds into the Core Tables for the Annual Report and Accounts Six-monthly Publication - management, control and governance. Annually Confirmation that the Chair, Board members and CEO have all received an annual performance appraisal By email to OCS Strategy and Partnership Team Assurance that these- processes have been completed in line with DCMS guidance Annually (or whenever changed) Confirmation of senior salaries and organograms On apportionment of Lottery income to the ALB’s website or hosted on the Department’s website Transparency: five national funding portfolios By email to inform public how public money is spent Annually Pay Remit and pay remit outturn By e-mail to ALB OCS Partnership Team I To ensure spend on pay that accurate briefing information is aligned across Government Annually Publication of salaries over £150k By e-mail provided to ALB Team (for publication on Cabinet Office website) Transparency: to inform public how public money is spent Annually Sharing of Strategic Risk Register as per paragraph 13.1 of the Governance framework. At annual performance meeting Enable timely and appropriate response to risk ministers Ad hoc hoc/ immediate as required requi red Completion and updating of e-Pims™ Pims TM database Directly into e-Pims™ Pims TM system To ensure accurate property and estate information is maintained at all times 19 On request government departments (Exchequer money only) Sharing of audit strategy, periodic audit plans and annual audit report, including the Head of Internal Audit’s opinion on risk management, control and governance. reports With Finance and Head of Internal Audit on request OCS Strategy Assurance of financial management Part C: Birmingham Organising Committee Governance Framework 1.1 The duties and Partnership Team stewardship and and other teams as operational systems appropriate At least annually Sharing of operational and performance data, including customer satisfaction metrics With DCMS ALB For briefing of team, copied to OCS ministers and for Strategy and departmental Partnership Team contributions to cross-Whitehall initiatives relevant to the Birmingham Organising Committee derive from the Host City Contract efficiency and this Management Agreementpublic bodies reform agendas. The Secretary of State and other members of the Department’s ministerial team will account Fund may also be asked for Birmingham Organising Committee’s business in Parliament. 1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for Non-Departmental Public Bodies 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. 1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. 1.4 In line with the Host City Contract (Annex 2), and, where applicable, the Government’s Code of Practice on Corporate Governance and the Code for Sport Governance, the Board will consist of a Chair and a deputy Chair, together with 12 other members. The Chair and five Non-Executive Directors (including the deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or deputy Chair. 1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. They report to the Board on the day-to-day running of the organisation and additional information if its performance against objectives. In addition to thisvaries significantly from forecast or target, they will be the Accounting Officer for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 belowe.g. on expenditure.

Management Information. 4.1 5.1 The table below sets out the management information that the Department requires expects UK Sport to provide in the Birmingham Organising Committee course of a 12 month period. These may be subject to provide. The Department may add or change the management information required depending on future information requirements. Timescale3 Timescale What How Purpose Monthly (9th working day of each month) Grant-in-Aid requests Via Finance Partnership Webpage To get the ALB’s latest forecast income and expenditure for reporting to Board and HM Treasury and cash drawdown Quarterly Consultancy4 Treasury. Also the mechanism for paying GIA to the National Gallery Monthly Consultancy return (including nil returns) By e-mail to CGDU Finance DCMS Procurement and Commercial Team To enable Cabinet Office to keep track of the number of public sector consultancy contracts. Monthly Gift and hospitality register Cash management figures within GBS accounts By email e-mail to CGDU Finance To ensure transparency of payments supply HM Treasury with forecast for cash management inside GBS Monthly Spend over £25,000 By email to CGDU Finance And in addition: Publish tenders and contract details on Contracts Finder and on On the Birmingham Organising CommitteeALB’s website. website Transparency: to inform public how public money is spent and enable suppliers to find out about tender opportunities Agreed Version - 21/02/2017 Quarterly Key metrics (total procurement spend, spend with SMEs and the Voluntary, Community and Social Enterprise sector) By e-mail to CGDU Finance DCMS Procurement and Commercial Team Benchmarking of procurement spend and provision of data on economic effect of spend by Departments and ALBs Quarterly Exchequer funds held in commercial bank accounts By e-mail to CGDU Finance To supply HM Treasury with details of how much government funding is held outside GBS Quarterly Medium Term Financial Model returns By e-mail to CGDU Finance To get the ALB’s latest capital profiles for internal management and reporting to Finance Committee Six-monthly Lottery Forecasts By email to DCMS Finance Request of Estimate cover for Main and Supplementary Estimates Six-monthly Publication of senior salaries and organograms On the ALB’s website or hosted on DCMS website Transparency: to inform public how public money is spent Annually Input to Group accounts /Whole of Government Accounts (WGA) Provide a complete Alignment/WGA Alignment consolidation packs, WGA transactions and balances exercise as directed by the Department Alignment: to consolidate the ALB’s resource accounts within the the Department’s DCMS resource accounts WGA: to gather counter-party details for consolidation. Annually Sustainability data By e-mail to CGDU Finance and DCMS Sustainability Champion To meet HM Treasury requirement to supply centre with sustainability data Agreed Version - 21/02/2017 Annual EU public procurement statutory return (Schedule 1 or Schedule 2 as appropriate) By e-mail to Cabinet Office via CGDU Finance Legal requirement to provide data on number of tenders advertised in the European Journal Annually - Mid August Country and Regional analysis data By e-mail to CGDU Finance HM Treasury requirement - feeds into the Core Tables for the Annual Report and Accounts SixAnnually Annual report and accounts By e-monthly Publication of senior salaries and organograms On the ALB’s website or hosted mail to Finance as per timetable (separate guidance is issued on the Department’s website Transparency: to inform public how public money is spent this) Statutory obligation Annually Pay Remit and pay remit outturn By e-mail to ALB Team To ensure spend on pay is aligned across Government Annually Publication of salaries over £150k By e-mail to ALB Team (for publication on Cabinet Office website) Transparency: to inform public how public money is spent Annually Sharing of Strategic Risk Register as per paragraph 13.1 of the Governance framework. At annual performance meeting Enable timely and appropriate response to risk Annual Efficiency Return Pro-forma To provide evidence that the 1% target has been met, to demonstrate what measures have been taken to achieve this and to demonstrate how these savings have Agreed Version - 21/02/2017 been recycled back into frontline services. Ad hoc immediate as required Completion and updating of e-Pims™ database Directly into e-Pims™ system To ensure accurate property and estate information is maintained at all times On request Sharing of audit strategy, periodic audit plans and annual audit report, including the Head of Internal Audit’s opinion on risk management, control and governance. With Finance and Head of Internal Audit of, on request Assurance of financial management Part C: Birmingham Organising Committee Governance Framework 1.1 The duties of the Birmingham Organising Committee derive 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. 1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for Non-Departmental Public Bodies 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. 1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. 1.4 In line with the Host City Contract (Annex 2), and, where applicable, the Government’s Code of Practice on Corporate Governance and the Code for Sport Governance, the Board will consist of a Chair and a deputy Chair, together with 12 other members. The Chair and five Non-Executive Directors (including the deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or deputy Chair. 1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. 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 be the Accounting Officer for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 below.Agreed Version - 21/02/2017

Management Information. 4.1 9.1. The table below sets out the management information that the Department requires expects Arts Council England to provide in the Birmingham Organising Committee course of a 12 month period. These may be subject to provide. The Department may add or change the management information required depending on future information requirements. Timescale3 What How Purpose Monthly (9th working day of each month) Grant-in-Aid requests Via Finance Partnership Webpage To get the ALB’s latest forecast income and expenditure for reporting to Board and HM Treasury and cash drawdown Quarterly Consultancy4 Treasury. Also the mechanism for paying GIA to the ACE Monthly Consultancy return (including nil returns) By e-mail to CGDU Finance DCMS Procurement and Commercial Team To enable Cabinet Office to keep track of the number of public sector consultancy contracts. Monthly Gift and hospitality register By email to CGDU Finance To ensure transparency of payments Monthly Spend over £25,000 By email to CGDU Finance And in addition: Publish tenders and contract details on Contracts Finder and on On the Birmingham Organising CommitteeALB’s website. website Transparency: to inform public how public money is spent and enable suppliers to find out about tender opportunities Quarterly Key metrics (total procurement spend, spend with By e-mail to DCMS Procurement and Benchmarking of procurement spend and provision of data on Final Version SMEs and the Voluntary, Community and Social Enterprise sector) By e-mail to CGDU Finance Benchmarking of procurement spend and provision of data on Commercial Team economic effect of spend by Departments and ALBs Quarterly Exchequer funds held in commercial bank accounts By e-mail to CGDU Finance To supply HM Treasury with details of how much government funding is held outside GBS Quarterly Medium Term Financial Model returns By e-mail to CGDU Finance To get the ALB’s latest capital profiles for internal management and reporting to Finance Committee Six-monthly Publication of senior salaries and organograms On the ALB’s website or hosted on DCMS website Transparency: to inform public how public money is spent Annually Input to Group accounts /Whole of Government Accounts (WGA) Provide a complete Alignment/WGA Alignment consolidation packs, WGA transactions and balances exercise as directed by the Department Alignment: to consolidate the ALB’s resource accounts within the the Department’s DCMS resource accounts WGA: to gather counter-party details for consolidation. Annually Sustainability data By e-mail to CGDU Finance and DCMS Sustainability Champion To meet HM Treasury requirement to supply centre with sustainability data Annual EU public procurement statutory return (Schedule 1 or Schedule 2 as appropriate) By e-mail to Cabinet Office via CGDU Finance Legal requirement to provide data on number of tenders advertised in the European Journal Annually - Mid August Country and Regional analysis data By e-mail to CGDU Finance HM Treasury requirement - feeds into the Core Tables for the Annual Report and Accounts SixAnnually Annual report and accounts By e-monthly Publication of senior salaries and organograms On the ALB’s website or hosted mail to Finance as per timetable (separate guidance is issued on the Department’s website Transparency: to inform public how public money is spent this) Statutory obligation Annually Pay Remit remit and pay remit outturn By e-mail to ALB Team To ensure spend on pay is aligned across Government Annually Publication of salaries over £150k By e-mail to ALB Team (for publication on Cabinet Office website) Transparency: to inform public how public money is spent Annually Biannually Sharing of Strategic Risk Register as per paragraph 13.1 of the Governance framework. strategic risks At annual performance a monthly liaison meeting Enable timely and appropriate To review ALB’s response to risk the risks it has identified. Annual Efficiency Return Pro-forma To provide evidence that the 1% target has been met, to demonstrate what measures have been taken to achieve this and to demonstrate how these savings have been recycled back into frontline services. Ad hoc immediate as required Completion and updating of e-Pims™ database Directly into e-Pims™ system To ensure accurate property and estate information is maintained at all times On request Sharing of audit strategy, periodic audit plans and annual audit report, including the Head of Internal Audit’s opinion on risk management, control and governance. With Finance and Head of Internal Audit of, on request Assurance of financial management Part C: Birmingham Organising Committee Governance Framework 1.1 The duties of the Birmingham Organising Committee derive 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. 1.2 The respective responsibilities of the Principal Accounting Officer and Accounting Officers for NonAnnually Security Policy Framework return By e-Departmental Public Bodies 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. 1.3 The terms of appointment of the Chair and Board members are as set out in the appointment letters. Where such appointments are made by Ministers, they will comply with the Code of Practice of the Commissioner for Public Appointments. 1.4 In line with the Host City Contract (Annex 2), and, where applicable, the Government’s Code of Practice on Corporate Governance and the Code for Sport Governance, the Board will consist of a Chair and a deputy Chair, together with 12 other members. The Chair and five Non-Executive Directors (including the deputy Chair) shall be appointed through the public appointments process. The remaining members of the Board shall be appointed directly by the Games Partners as set out in the Host City Contract. The Board shall have a quorum of at least seven members, including either the Chair or deputy Chair. 1.5 The Chief Executive is appointed by the Chair of the Birmingham Organising Committee following discussion with the Permanent Secretary of the Department for Digital, Culture, Media and Sport. They report to the Board mail To provide assurance on the day-to-day running of the organisation and its performance against objectives. In addition to this, they will be the Accounting Officer arrangements for the Birmingham Organising Committee and will have specific duties in this regard, which are set out in Part C section 3 belowmanaging information security risks.