Annex 10: Terms of reference of the EHRC Programme Board 1. Purpose The Delivery Board has three distinct remits: 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: 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: 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: 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 Initiation: To ensure that the programmes and underlying projects and assignments are properly initiated through peer review of briefs and PIDs. EHRC Governance Framework – Annex 10: Programme Board ToR 1 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: Chief Operating Officer (Chair) National Director of Scotland National Director Wales Programme Directors Director, Research and Information Director, Planning and Performance HR and Finance Business Partners Others by invitation and as required: 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. EHRC Governance Framework – Annex 10: Programme Board ToR 2 7. Decision Making The Delivery Board decision making focus relates to tactical changes to delivery within the overall Commission delegated powers. 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: Review a forward look on assignments/projects in the pipeline of each programme and new work from RDMP/SMT. Review and monitor progress against the Programme Plans: RAG status, costs, resource constraints, risks/issues (mitigating actions) and quality management. Identify risks and issues that need escalating to SMT and/or Board. Review proposed change controls and identify decision for escalation to SMT and/or Board. Part 2: Within the Board’s remit discuss issues that may require wider support and advice to achieve improvements in quality, performance and delivery. Test what is and is not working well and consider adaptations/changes of approach/direction. EHRC Governance Framework – Annex 10: Programme Board ToR 3 EHRC Governance Framework – Annex 10: Programme Board ToR 4