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Aneurin Bevan University Health Board XXXXX

Agenda Item:

Aneurin Bevan University Health Board

Adjusting and Upholding Good Health Board Governance During the Period of the COVID-19 Pandemic

Executive Summary

This paper sets out a proposed approach to maintaining good governance with the appropriate level of Board oversight and scrutiny during the period of the COVID-19

Pandemic. The proposals seek to provide an adjusted governance and assurance

framework to enable the Health Board to continue to discharge organisational responsibilities effectively, whilst also recognising the reality of the required executive

focus for the response and the time constraints that exist in terms of supporting the current governance and assurance arrangements.

Therefore, this paper proposes an adjusted framework. However, it is recognised that the

fundamental purpose and role of the organisation does not change during the Pandemic. Therefore the proposals seek to retain a focus on good governance and the quality and

safety of services that are planned, commissioned and provided by the Health Board and our partners.

Part of this response is about ways of working, which of course can and must adapt

continually during the Pandemic; but the response also requires temporary variation for the framework within which the Board operates i.e. our Standing Orders (SOs) and

Reservation and Delegation of Powers. This paper proposes key changes in this respect,

based on guidance and advice received from Welsh Government in advice letters received on the 26th March and 30th March.

The approach set out in this paper will remain under constant review by the Chair, Chief

Executive and Board Secretary. Any further variations to SOs, as a result of further review in the organisation or in response to direction from Welsh Government, will be brought to

the Audit Committee and the Board for approval or ratification.

The Audit Committee and the Board are asked to approve the approach set out in this paper and the variations to SOs set out in Section 5.

The Board is asked to: (please tick as appropriate)

Approve the Report

Discuss and Provide Views

Receive the Report for Assurance/Compliance

Note the Report for Information Only

Executive Sponsor: Richard Bevan, Board Secretary

Report Author: Richard Bevan, Board Secretary

Report Received consideration and supported by :

Executive Team Committee of the Board [Committee Name]

Date of the Report: 3rd April 2020

Supplementary Papers Attached: None

Purpose of the Report

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This report sets out for approval:

For the period of the COVID-19 Pandemic that the Health Board should adjust the agenda of the Board and key committees and focus on the essential business only,

whilst also ensuring that good governance, assurance and scrutiny is maintained. Working principles and ways of working to be agreed and applied during this period;

A proposal to change the Board and Committee Structure in the interim with regular review by the Chair, Chief Executive and Board Secretary;

Approve the variations to the Standing Orders in Section 5.

Background and Context

1.INTRODUCTION

It is proposed that for the period of the COVID-19 Pandemic the Health Board should

refocus the agenda for the Health Board and key committees to maintain good governance, assurance arrangements and scrutiny. It is recommended that these agenda focus on the

essential business only and particularly on the governance required, key decisions and particularly a continuing emphasis on the quality and safety of Health Board services for

the population we serve. These changes will support the Executive Team and staff to focus appropriately on managing the COVID-19 response, whilst also discharging the Health

Board’s responsibilities and accountabilities to Welsh Government, our partners and the communities of the Health Board area.

Therefore, the Health Board’s fundamental role and purpose does not change during this time. However, in such a fast moving emergency as the COVID-19 Pandemic the Health

Board’s approach needs to be agile, use good governance as an enabler to facilitate an effective response to the Pandemic and also maintain its responsibilities in a changed and

fast moving environment.

Crucially during this period, it is important that the Board receives positive assurance, not just on service preparedness and response, but also on clinical leadership, engagement

and ownership of developing plans and their implementation; on the health and wellbeing of staff; on proactive, meaningful and effective communication with staff at all levels, on

the health and care system preparedness, our responsibilities with partners to the communities we serve and how we ensure that they receive the support, advice and

information that they require.

We must remember that the Health Board needs to maintain its focus on the quality and

safety of its services and for its staff. Therefore, it is also critically important during this period that the Board looks very closely at how the Board is assuring itself, what questions

were asked, assurance sought and what evidence it received in support of the Health Board’s response to the Pandemic, but also in terms of usual services that are continuing

to be delivered in parallel to the Pandemic response.

This paper sets out a proposed approach to ensuring the appropriate level of Board oversight and scrutiny is in place to discharge the Health Board’s responsibilities effectively

and appropriately. Part of the proposed response highlights adjusted ways of working, which of course can and must adapt continually during the Pandemic; but part of the

response requires temporary variation from the governance framework within which the Board operates – our Standing Orders (SOs) and Reservation and Delegation of Powers.

The approach set out in this paper will remain under constant review by the Chair, Chief

Executive and Board Secretary. Any further variations to SOs, whether as a result of

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further review within the organisation or in response to direction or guidance from Welsh

Government, will be brought to the Audit Committee and the Board for approval or

ratification.

The Board is asked to approve the approach set out in this paper and the variations to SOs set out in the attached annexes. The arrangements will be kept under regular review on

a month by month basis.

1. WAYS OF WORKING PRINCIPLES

Allow maximum flexibility to adapt to a rapidly evolving situation; Minimise executive requirements for preparation of papers, briefings or attendance

at meetings during the COVID-19 Pandemic. However, it is recognised that information and assurance will be required on the COVID-19 response and in other

areas of the Health Board’s business not directly related to COVID-19. Therefore the approach to written or verbal reports will be confirmed with the Chief Executive

and Executive Team in line with requirement agreed with the Chair of the Board and

Chairs of Committees; Be sensitive to the need to ensure executive wellbeing to maintain effective

leadership for the response, particularly when there is a need for 24/7 executive involvement to co-ordinate and lead the Health Board and partnership

arrangements; Ensure all Independent Members are suitably briefed and engaged through the

period of the Pandemic; Ensure Independent Members expertise, knowledge and professional and

community contacts are appropriately available to the Executive Team and are utilised during the Pandemic;

Provide an appropriate balance between short term operational imperatives of the Pandemic with also a continuing requirement to focus on medium to longer term

requirements for a sustainable organisation and our key strategies such as the Clinical Futures Programme and the implementation of our Integrated Medium Term

Plan;

Ensure that appropriate arrangements are in place to support the organisation to manage the crisis in a planned way, but also document the Health Board’s response

for future evaluation and audit; Ensure appropriate partnership arrangements are in place to deal with both short

term necessities of the Pandemic and longer term requirements to embed improvements;

All meeting arrangements should reflect current guidelines on social distancing and effectively use telephone and video conferencing facilities to enable meetings to run

appropriately;

2. GOVERNANCE PRINCIPLES

The all-Wales NHS Board Secretaries Group has framed a number of governance principles that are designed to help focus consideration of governance matters over coming weeks

and months. The Audit Committee and Board are asked to support these principles and

they will be used to guide our approach over the coming weeks and months.

These are:

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Public interest and patient safety - We will always act in the best interests of the

population of Wales and will ensure every decision we take sits in this context taking

into account the national public health emergency that (COVID-19) presents. Staff wellbeing and deployment – we will protect and support our staff in the

best ways we can. We will deploy our knowledge and assets where there are identified greatest needs.

Good governance and risk management – we will maintain the principles of good governance and risk management ensuring decisions and actions are taken in the

best interest of the public, our staff and stakeholders ensuring risk and impact is appropriately considered.

Delegation and escalation – any changes to our delegation and escalation frameworks will be made using these principles, will be documented for future record

and will be continually reviewed as the situation unfolds. Boards and other governing fora will retain appropriate oversight, acknowledging different arrangements may

need to be in place for designated officers, deputies and decisions. Departures - where it is necessary to depart from existing standards, policies or

practices to make rapid but effective decisions - these decisions will be documented

appropriately. Departures are likely, but not exclusively, to occur in areas such as standing orders (for example in how the Board operates), Board and executive

scheme of delegation, consultations, recruitment, training and procurement, audit and revalidation.

One Wales – we will act in the best interest of all of Wales ensuring where possible resources and partnerships are maximised and consistency is achieved where it is

appropriate to do so. We will support our own organisation our partners (e.g. social care) and the wider NHS to recover as quickly as possible from the national public

health emergency that COVID-19 presents returning to business as usual as early as is safe to do so.

Communication and transparency - we will communicate openly and transparently always with the public interest in mind accepting our normal

arrangements may need to be adapted, for example Board and Board Committee meetings being held in public.

3. GOVERNANCE AND RISK ISSUES

a) Decision Making

In principle, the current Board Scheme of Delegation and specifically the matters the Board reserves for its own decision (schedule 1 of the Standing Orders) will remain. However, it

is noted that the Director of Finance and Performance is also developing a paper, which will propose some changes and additions to the Scheme of Delegation for approvals,

particularly with regard to authorisation levels and those who can approve expenditure. This will also be considered by the Audit Committee prior to Board approval.

However, in the event of a critical or urgent decision(s) needing to be made, it is the

intention to use the well-established Chair’s Action provisions in Standing Orders. This is particularly important where decisions are required to be made quickly in the interests of

service delivery. This requires approval by the Chair, Chief Executive and two Independent

Members with advice from the Board Secretary. This process will be undertaken virtually with appropriate audit trails for the time of the Pandemic and where necessary conference

calls will be put in place to obtain approvals and the decisions recorded. All Chair’s Actions will require ratification by the Board at its next meeting.

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However, in terms of decisions required of the Board, we will continue to use the following

principles:

Where possible the full Board will retain decision making responsibilities and

meetings of the Board can be called through the technology available to us and within the requirements of Standing Orders for notice of the meeting and publication

of papers; If the full Board is not available or it is not practical to call a full meeting, we will

operate with a quorum of Executives (3) and Independent Members (3) that can be convened quickly. The above rules will still apply. However, a report will be

produced in two working days post any quorum only meetings to circulate to all members and minutes will also be produced quickly after the meeting.

We will only use Chair’s Action sparingly. However, it likely that requirements for use of Chair’s Action particularly will focus on the procuring of kit, equipment and

services. Any Chair’s Action will of course recorded and ratified, as outlined above.

During this time it has already been accepted that the Board and Committee structure will

need to be streamlined, but we will keep this under constant review. Executive Team Members’ time will be limited for the preparation of reports, but reports will be prepared,

where possible, in line the confirmed approach with the Chief Executive and Executive Team and with requirements agreed with the Chair of the Board and Chairs of Committees;

If verbal reports are made, the Board is asked to accept that reports may not be received

in accordance with the agreed 7 day timescale. Therefore, it is important to ensure that there is a clear audit trail with post meeting reports and minutes recording how decisions

have been made and what updates have been given for assurance.

The Chief Executive, as Accountable Officer, has delegated authority by the Health Board

to make decisions with regard to the day-to-day management of the organisation. Executive Team Members have been delegated certain responsibilities and decision making

powers through the Board’s Scheme of Delegation. These arrangements will remain in place with regard to the ongoing functioning of the organisation. In respect of COVID-

19, the Chief Executive will also deploy decision making through the established command and control structure.

b) Financial Guidance

Welsh Government has issued financial guidance to NHS Wales Organisations given the immediate challenges presented by the COVID-19 pandemic, recognising that routine

financial arrangements and disciplines are disrupted and need to adapt on an interim basis. The guidance has been developed to support organisations and provide clarity on

expectations for this disrupted period and until organisations return to business as usual arrangements. A review of the guidance has been undertaken by the Director of Finance

and Performance and a companion report to this report will be presented to the Audit

Committee and Board.

c) In-Public Board Meetings Formal Board meetings will continue to meet on the bi-monthly basis, as per the published

meeting programme, but with a shortened agenda. They will be held virtually and will be as concise as possible. It is suggested that these will be no longer than 2 hours.

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Given that the Board will not meet in person for some time, electronic meetings and

communication will be the key to the Board’s functionality and its fulfilment of its

responsibilities.

As a result of these arrangements it will also not be possible for members of the public and representatives of partner organisations to attend and observe.

To facilitate as much transparency and openness as possible the Health Board will

undertake to:

Publish agenda as far in advance as possible - ideally 7 days in advance of the meeting. This will include a public notice of the meeting and the posting of the

papers on our web pages; Members (whether attending the meeting or not) will be encouraged to submit

questions prior to the meeting to the Board Secretary to enable responses to be prepared by Executive Team Members and will help to maintain a focus on key

business;

Publish reports as far in advance as possible – recognising that some may be tabled and therefore published after the event. We will also increase our use of verbal

reporting, which will be captured in the post meeting report and minutes of the meetings;

Produce a written summary of the key components of the meeting to be made public within ideally 2 business days and with the minutes published within 1 week;

Provision for written questions to be taken from Members if they are unable to attend or if the Board has to operate on the basis of a quorum only. At the Board Meeting

responses will be provided to these questions and added to the post meeting report and and/or minutes;

As well as an action log, a pending log will be kept of actions and decisions that will not have potentially progressed during the Pandemic and these will be followed-up

at a later date; We will publish a clear link to our website pages and social media accounts

signposting to further information.

Consider and learn any lessons from changes in governance arrangements that could be implemented for future governance practices.

We will also amend the Health Board’s website (which also is used to provide our official

notice of Board meetings) and explain why the Board is not meeting in public. This was done for the meeting held on the 25th March 2020.

The proposed agenda for the Board Meetings during this period will cover the following as

a minimum:

1. COVID-19 – urgent issues:

Position statement

Patient safety matters Demand and Capacity

Infection control Staff deployment

Staff well-being (including health and safety)

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Matters requiring board approval or endorsement

Update from the Strategic Group

2. Advice, requirements and guidance from Welsh Government

3. Assurance Framework and Risk Register

4. COVID-19 – planning for the next phase

5. Financial and Performance Reports

6. Governance Matters, including reports on any Chair’s Actions or other proposed

governance changes.

7. Key matters from committees

7. Minutes of the previous meeting

8. Post-meeting communications

The Chair, Chief Executive and Board Secretary should agree the substantive items to be

brought to the Board in the usual way. Any decisions that are taken at this time should be those that could not be held over until it is possible to resume the requirement to meet

in public.

Board papers should be kept brief and deal with issues that require the Board to make a

decision or to provide assurance on key matters. Information not requiring a decision can be sent electronically outside of the meeting. A revised Board report format will be

developed to facilitate this approach.

Due to the fast moving nature of the Pandemic, the Board will need to be asked to accept that there may be situations where they will be informed after the event, rather than

consulted as current practice. However, ideally the Board will be pre-informed and consulted in the usual ways.

The programme of Board Development and Board Briefing Sessions, as programmed will

continue to go ahead. However, these will have a reduced running time. They will also be held via telephone or video conferencing until restrictions are lifted and are likely in the

main to focus on the response to and impact of the COVID-19 Pandemic.

Executive Command and Control Structure

Although decisions on the Health Board’s response and plans for the Pandemic will

understandingly be dynamic and fast moving it will be important in practice that the Board is kept informed of changes that are being made and either approve these, or ratify them,

as outlined above.

d) Committee Meetings

During the COVOID-19 Pandemic, it is recognised that the full Committee structure of the Health Board will not continue to meet. However, it will be important that as a minimum

the Audit Committee and the Quality and Patient Safety Committee continue to meet and

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this principle has been established. All other committees will be suspended until further

notice. This position will be regularly reviewed on a month by month basis.

The following proposal is for consideration and approval:

Audit Committee (to be maintained at 90 minutes shortened agenda and

paper light focus) To focus only on the statutory requirements including accounts, annual report

etc and also risk management and the profile of risks of the organisation. The current timings of these meetings will be maintained as much as possible.

The Board has also put in place a mechanism via the Director of Finance and

Performance to track COVID-19 related expenditure and also any other financial expenditure changes due to suspending of usual Health Board service activity.

This will be tracked by the Audit Committee and reported to the Board.

However, Welsh Government has published a revised timetable for the accounts

and public disclosure documents, which is provided below;

o Draft accounts, Annual Governance Statement, Statement of Directors Responsibilities and Remuneration Report – 22 May 2020

o Final accounts, Annual Governance Statement, Statement of Directors Responsibilities and Remuneration Report - 30 June 2020

o All other sections of the Annual Report, includes Performance Report and the Accountability Report (excluding the Annual Governance Statement

and the Remuneration Report – 31 August 2020 o Annual Quality Statement - 30 September 2020

Quality and Patient Safety Committee (to be maintained 90 minutes

shortened agenda and paper light moved to bi-monthly) The Quality and Patient Safety Committee has a critical role during this public

health emergency and the challenging decisions needed to ensure actions are

quality and risk assessed and organisations act in the best interest of the public and staff. The Chair of the People and Culture Committee who is a member of

the Committee will ensure that the health and safety interests of staff are considered at the committee and the terms of reference of the committee will be

temporarily amended to reflect this additional responsibility of the Committee.

Charitable Funds Committee (suspended) Urgent matters to be considered via Chair’s Action by the Committee Chair with

prior virtual consideration by the Committee.

Public Partnerships and Well Being Committee (suspended) These matters will be raised directly at the Board.

Performance and Finance Committee (suspended)

Finance and Performance matters to be raised directly at the Board. The Board

will also put in place a mechanism via the Director of Finance and Performance to track COVID-19 related expenditure and also any other financial expenditure

changes due to suspending of usual Health Board service activity. This will be tracked by the Audit Committee and reported to the Board.

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Mental Health Act Legislative Committee (to be maintained, if necessary 60 minutes shortened agenda and paper light)

The Vice Chair will keep these matters under review with the Director of Primary, Community and Mental Health.

Remuneration and Terms of Service Committee (as required). If required

it will be held as a paper light and via telephone or video conferencing. However, the Health Board also has an agreed approach of Chair’s Action for the Chair of

RATS and this will also be used, where required.)

People and Culture Committee (suspended) Workforce considerations, especially with regard to health and safety of staff will

be considered by the Quality and Safety Committee and other workface considerations will be directly considered by the Board.

Information Governance Committee (suspended) Information Governance items will go directly to the Board.

Planning and Strategic Change Committee (suspended)

These matters will be considered directly by the Board, particularly the progress with the Clinical Futures Programme.

Health Board Advisory Groups (suspended)

The Healthcare Professionals Forum and the Stakeholder Reference Group will be suspended, but it will be important that the membership continues to be engaged

through the provision of briefings and communication.

Regional Partnership arrangements. It is recognised that it is not in the gift of the Health Board alone to make decisions about if and how the Regional

Partnership Board, Leadership Group, Public Service Board and other partnership

mechanisms. However, the Health Board’s participation in these arrangements will be kept under review and if these groups meet, the Health Board will ensure

that its interests are represented.

4. WAYS OF WORKING

The Chair and Chief Executive will meet virtually at least twice a week (but probably catch-up daily). The Chair will brief the Independent Members on a fortnightly basis

through one to one virtual meetings. It is also proposed to hold and Independent Member telephone briefing. This started in week commencing the 30th March and

the second briefing was held on the 8th April and the arrangements are being reviewed after those initial meetings. The Chair and Vice Chair will have daily catch-

up calls.

A range of communication arrangements are being put in place to include:

o Daily briefing to all staff (including all Board Members) from the Strategic

Group; o Weekly briefing to all Independent Members (as part of weekly e-mail). This

can also be used for staff and partners;

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o Regular briefing for local AMs and MPs

o Regular briefing between Chair/CEO and Local Authority Leaders and CEOs

o Regular briefing for the Chair and Chief Office of Aneurin Bevan CHC; o Vice Chair to keep in touch with the Director of Primary Care, Community

and Mental Health and the Primary Care and Mental Health operational leads

5. Review of Standing Orders

The Board Secretary has undertaken a review of Standing Orders to identify any areas where any adjustments or variations will be required. These reflect the areas already

covered in this paper, but also other procedural areas, which will require adjustment, such as the use of the Common Seal.

The temporary changes and variations will be required to be considered by the Audit

Committee and approved by the Board.

The Standing Orders (SOs) and Reservation and Delegation of Powers set out, together

with a range of other framework documents, the arrangements for the Board and the wider organisation to make decisions.

To ensure appropriate business continuity arrangements are in place, the scheme has

delegation has been reviewed and is to include 1st, 2nd and 3rd Deputies in terms of delegation of responsibilities. This will be submitted for approval by the Director of

Finance and Performance.

To ensure that the Health Board can facilitate agile decision making and reduce unnecessary bureaucracy (recognising that there will be a level of bureaucracy required

to discharge ongoing functions and responsibilities), without compromising strong governance, we will need to consider a temporary variation to parts of the Standing

Orders (November 2019 edition). Also, following the COVID-19 Pandemic the organisation will need to review what new procedures and approaches worked well and

consider if these adjusted arrangements should be used going forward.

The proposed variations are outlined below. These are the areas that have been

identified as requiring some immediate action. Further continuing review will be undertaken to propose any additional variations or changes, depending on the issues

that arise as the Pandemic Progresses.

SO

Number

Heading / Sub

Heading

Proposed Change

Xxxii Variation and

amendment to Standing Orders

Changes to the standing orders will be agreed at Board

first and communicated to Audit Committee (not the other way round)

2.1 Chair’s action

on urgent matters

In principle, the current Board scheme of delegation and

specifically the matters the Board reserves for its own decision (schedule 1 of the Standing Orders) will remain.

In the event of a critical or urgent decision(s) needing to be made, we will use Chair’s action.

The principles are outlined on the report above.

However, due to isolation and shielding measures in

place, this will be undertaken virtually and an audit trail kept.

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3.3 Committees of the Board

Amended arrangements for committees will be as outlined above, but will be reviewed monthly by the

Chair, Chief Executive and the Board Secretary.

6.1 Community

Health Councils

The Health Board will continue to consult with and

inform the CHC of key planning and service changes, relocations and closure, This will be done virtually.

The CHC’s advice on any consultation will be obtained,

but no major consultations are anticipated to be taken forward during this time. Also, the joint meetings

planned for 2020 will be suspended and virtual meetings held where necessary.

7.1 Putting citizens first

Variation – The Board is unlikely to meet in person for the foreseeable future and so will meet through means

of electronic/telephony/video. As a result of this, members of the public will be unable to attend or

observe.

To facilitate as much transparency and openness as

possible at this extraordinary time, the Health Board will undertake to:

Publish agendas as far in advance as possible –

ideally 7 days

Publish reports as far in advance as possible – recognising that some may be tabled and

therefore published after the event. We will also increase our use of verbal reporting which will be

captured in the meeting minutes Produce a written summary of the key

components of the meeting to be made public within 2 business days, minutes within 1 week

Provision for written questions from non-attending Board Members to be taken at Board Meetings and

responses provided immediately following meeting, as part of the post meeting report.

As well as an action log, a pending log will be kept of actions that will not be progressed during the

crisis, but will be reviewed at a later date

We will publish a clear link to our website pages and social media accounts signposting to further

information. We will also amend the website and explain why the

Board is not meeting in public.

7.2 Annual plan of

board business

Suspended for the foreseeable future

7.2.5 – 7.2.7

Annual General Meeting

Welsh Government have confirmed that the AGM is required to be held by end of November 2020.

7.4.3 Notifying and equipping Board

members

We will seek to publish agenda 7 days in advance.

We are unlikely to be able to publish all papers at the same time, we will also be making greater use of

verbal reporting, which will be captured in the meeting minutes.

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It is anticipated that there will be further changes required to these Standing Orders and also Standing Financial Instructions especially in relation to the changes to

procurement processes and financial delegations. It is anticipated that guidance will

be issued to NHS Wales’ organisations to confirm the changes that would be required. Once this has been received a further report will be considered by the Health Board

7.5 Conducting Board meetings

Admission of the

public, the press

and other

observers

Variation – The Board is unlikely to meet in person for the foreseeable future and so will meet through

electronic/telephony means. As a result of this, members of the public will be unable to attend or

observe. Please see 7.1 above.

7.5.8 Chairing Board meetings

In the absence of the Chair and Vice Chair, we will need to agree the third (understood Pippa Britton had

been approach) and the Chair of the Performance and Finance Committee as the 4th Chair. The Chair of Audit

Committee will be kept separate to lead any evaluation or investigations following the Pandemic, if these are

required.

7.5.11 Executive

nominated deputies

The standing orders allow for a nominated deputy to

represent an Executive Director, but not to have voting rights.

In the event that no Executives are available, the Board would need to determine if the nominated deputies

should have voting rights in order to make up a quorum. We propose to make recommendations on this if the

need occurs.

9.0 Signing and

Sealing Documents

It is recognised that legal documents will need to

continue to be physically signed and sealed by affixing the common seal of the Health Board. These

arrangements will remain unchanged at this time. All

documents will be signed by the designated individuals i.e. Chair/Vice Chair/Third and Chief Executive/Deputy

Chief Executive/Third. This will require any amendment to the Scheme of Delegation to add thirds. Due to

current isolation, in the interim the Vice Chair has agreed to be available each week to seal required

documents.

Assessment and Conclusion

In endorsing this report the Health Board will comply with its own Standing Orders.

Recommendation

The Audit Committee and Board are asked to approve:

For the period of the COVID-19 Pandemic that the Health Board should adjust the

agenda of the Board and key committees and focus on the essential business only,

whilst also ensuring that good governance, assurance and scrutiny is maintained. Identified working principles and ways of working be used and applied during this

period;

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Change the Board and Committee Structure in the interim with regular review by the

Chair, Chief Executive and Board Secretary;

Approve the variations to the Standing Orders in Section 5.