Annex 10: Terms of reference of the EHRC Programme
Board
1. Purpose
The Delivery Board has three distinct remits:
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To provide assurance to the SMT and Board that the portfolio of Operations
Programmes are being effectively governed and managed.
To monitor and review the Operations Programmes progress to confirm that
there is a realistic assessment of performance and balancing of risk for
reporting to SMT and Board.
To provide a forum where Directors can work collaboratively to achieve
qualitative improvements in performance and operational delivery.
2. Functions
To provide assurance to the SMT and Board that the Operations Programmes are
being effectively governed and managed:
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To provide a common framework for the management of the Operations
Programmes, with standardised, simple and proportionate reporting
structures.
To ensure all Programme projects and assignments are properly resourced
and help facilitate initiation/start-up through a peer review process.
To monitor and review the Operations Programmes’ progress to confirm that there is
a realistic assessment of performance and balancing of risk:
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To monitor and review Programmes’ progress to ensure they are effectively
managed within the costs, resources and schedule as set out in the Business
Plan (and underpinning Assignment Briefs/ PIDs).
To ensure the Operations Programmes are subject to regular oversight and
peer reviewed to enable re-prioritisation in response to changing
circumstances and events.
To provide a forum where Directors can work collaboratively to achieve qualitative
improvements in performance and operational delivery:
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To encourage best practice and share lessons learnt to improve operational
delivery and improve stakeholder confidence.
To understand and manage cross-cutting risks and issues and help ensure
programme benefits and impacts are realised.
3. Accountabilities and Duties
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Initiation: To ensure that the programmes and underlying projects and
assignments are properly initiated through peer review of briefs and PIDs.
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Resource management: To ensure delivery resources are re-prioritised and
deployed in light of changing priorities and events.
Finances: To ensure that the programmes’ expenditure are appropriately
monitored and controlled and that procurement requirements are met.
Change Management: To assess change proposals for escalation to the SMT
and/or Board.
Check & Balance: To ensure the Operational Programmes
(projects/assignments) are subject to regular oversight at key stages.
Risk and Issues: To ensure that risks and issues are properly identified,
prioritised, mitigated and escalated.
Quality Assurance: To peer review progress against the programme and
project milestones and share learning.
Benefits Realisation: To ensure that outcomes/ impacts are measured and
post-project reviews and lessons learned are completed.
4. Membership
The core membership of the Delivery Board is:
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Chief Operating Officer (Chair)
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National Director of Scotland
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National Director Wales
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Programme Directors
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Director, Research and Information
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Director, Planning and Performance
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HR and Finance Business Partners
Others by invitation and as required:
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Director of Communications, Director of Corporate Affairs, Deputy Director,
Legal and Project/Assignment Managers
5. Meeting Frequency and Timing
The meeting will be held monthly between +5 to +8 working days after the financial
period end to align with the Corporate Reporting deadlines and enable any escalated
issues/decisions to be considered by SMT and Board in a timely manner.
6. Meeting format
The Delivery Board will be divided into a 2 part meeting:
Part 1: Chaired by the Chief Operating Officer this will focus specifically on the first
two remits of the Delivery Board: Delivery Assurance and Progress Review.
Part 2: Chaired by a designated deputy to the Chief Operating Officer this will focus
on the third remit of the Delivery Board and provide the forum for working
collaboratively on delivery improvement and information sharing. The Chair will
rotate among the National and Programme Directors.
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7. Decision Making
The Delivery Board decision making focus relates to tactical changes to delivery
within the overall Commission delegated powers.
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Improvement to the utilisation and distribution of resource to resolve allocation
issues.
Escalation of decisions to SMT and/or Board that impact delivery of the
Corporate Plan.
Escalation of risks and issues for management on the Corporate Risk
Register.
8. Meeting Agenda
At each full meeting the Delivery Board will:
Part 1:
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Review a forward look on assignments/projects in the pipeline of each
programme and new work from RDMP/SMT.
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Review and monitor progress against the Programme Plans: RAG status,
costs, resource constraints, risks/issues (mitigating actions) and quality
management.
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Identify risks and issues that need escalating to SMT and/or Board.
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Review proposed change controls and identify decision for escalation to SMT
and/or Board.
Part 2:
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Within the Board’s remit discuss issues that may require wider support and
advice to achieve improvements in quality, performance and delivery.
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Test what is and is not working well and consider adaptations/changes of
approach/direction.
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