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Active Cumbria Governance Structure
Vision, Values, Mission Governance Documents Constitution Organisation & Resources Policies Key Controlled Documents Procedures Advisory Board Terms of Reference Host Authority Roles & Responsibilities (Agency Agreement) Annual Stakeholder Forum Terms of Reference Stakeholder Groups Terms of Reference Audit Committee Terms of Reference Advisory Board Structure Operational Structure Chair Job Profile Senior Independent Member Job Profile Operational Team Job Profiles CCC Policies including: Human Resources Financial (including scheme of delegation) Health & Safety Procurement ICT, Fraud Data Protection Freedom of Information Whistle Blowing Office Conduct AC Safeguarding Policy AC Equality Policy AC Reserves Policy CCC Procedures including: Financial AC Safeguarding Procedures AC Equality Procedures Annual Financial Plan Medium Term Financial Plan Annual Service Plan 3 Year Plan Risk Management Plan Marketing Plan Stakeholder Engagement Plan Advisory Board Diversity Action Plan Governance Forward Plan
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Advisory Board Members
Active Cumbria Advisory Board Purpose Ensure clarity of vision, values and strategic direction; Provide oversight, input and challenge; Actively promote and further the work of Active Cumbria. Advisory Board Members Jason Gooding (Chair) Thematic Roles Business Growth Becky Wolstenholme Chris Connelly Tim Barry Sue Kaveney Doug Elsby (SIM) Emma Davenport Lynn Almond Colin Cox Richard Johnston (Ex-Officio) Bruce Lawson (Ex-Officio) Thematic Roles Safeguard Lead Duty of Care Thematic Roles Commercial Thematic Roles Evaluation Thematic Roles Equality & Diversity (TBC) Thematic Roles Finance and Governance Thematic Roles Workforce and Skills Thematic Roles Health Thematic Roles Health CCC Liaison Thematic Roles Operations Lead Thematic Roles Development Lead All Advisory Board members have a role in Strategy Development and Business Planning
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Active Cumbria Governance
Board Meeting members, senior, well-networked, skills based appointments Drive the strategy and direction of Active Cumbria Have oversight of the work of the Senior Managers, providing input , support and challenge Good governance will enable Active Cumbria to work effectively with its partners and stakeholders Annual Stakeholder Forum All stakeholders invited Presentation on progress for year and future plans Networking and discussion opportunities with Active Cumbria staff and Board Stakeholder Scoping Groups Workshops / Forums for stakeholders focussing on specific project design and development, collaboration, and funding opportunities Audit Committee Review annual audit report and undertake annual review of internal risk control measures Task and Finish Groups Created when required for a specific purpose to support the work of the executive Will draw in the skill sets required from across the Active Cumbria stakeholder base Stakeholder Events Calendar of events throughout the year
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Annual Meeting Cycle Advisory Board meetings Strategic focus
Approx. 10 members Senior, well-networked Annual Stakeholder Forum (ASF) All stakeholders invited Presentation on progress during the year and future plans Stakeholder Scoping Groups Range of Workshops or Forums for stakeholders focussing on collaborative opportunities for specific projects. Audit Committee Annual approval of financial accounts and annual review of risk management controls Task and finish groups Created when required for a specific purpose Stakeholder Events Calendar of events throughout the year Advisory Board Advisory Board Advisory Board Advisory Board ASF Ad hoc for task Ad hoc for task Ad hoc for task Ad hoc for task Audit Cttee Audit Cttee Audit Cttee Audit Cttee Ad hoc for task Ad hoc for task Spring school games Summer school games Sports awards
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Advisory Board Meetings
Agenda Membership Progress update on performance linked to Service Plan and 3 Year Plan, including discussion of operational issues, if required Strategic discussion opportunity Partnerships discussion Advisory Board Members CCC Staff (AC Senior Managers) CCC Staff (AC staff, if required to present) Key Inputs Key Outputs Frequency Standing items Senior Managers Report Financial & Performance Management report Background information for strategic discussion points Board approval of progress against Service Plan and Strategy Strategic direction steer Partnership opportunities 4 x year Duration 2 hours
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Annual Stakeholder Forum
Agenda Membership Annual Report for last year – for information Financial Report for last year – for information Service Plan and Priorities for coming year – for information Feedback, discussion and networking with stakeholders Advisory Board Members CCC Representatives CCC Staff (AC Senior Managers) CCC Staff (AC staff, if required to present) All stakeholders Key Inputs Key Outputs Frequency Annual Report Financial Report Service Plan for coming year Increased awareness amongst Stakeholders Increased networking opportunities 1 x year Duration 0.5 day
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Stakeholder Scoping Groups
Agenda Membership Discussion on new areas of development, partnership working opportunities, collaboration, funding Keynote speakers Networking opportunity CCC Staff (AC Staff) Relevant Stakeholder Key Inputs Key Outputs Frequency Presentations and discussion items Project specific information Project development planning Increased understanding of opportunities across the network Greater levels of partnership working As required Duration 3 hours
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Audit Committee Agenda Membership Key Inputs Key Outputs Frequency
Annual Audit of Accounts Review of internal financial controls Review of risk management and internal controls Review of Reserves Policy Report to Advisory Board 2 x Advisory Board Member CCC Staff (AC Senior Manager Operations, Finance Officer) Key Inputs Key Outputs Frequency Financial information Audit Report Risk Management Plan and Control Policies Reports to Advisory Board Financial assurance processes Risk management controls processes At least 2 x per year (June & December) Duration 2 hours
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