Common use of Ways of Working Clause in Contracts

Ways of Working. To achieve this we will work in alliance with each other operating with mutual respect and mutual accountability. We will keep the residents of Luton informed of joint plans, adopting a co-production approach to transformation based soundly on the Luton voice and where it is required, conducting formal consultation. The Council and CCG will ensure that all colleagues and teams are aware of the agreed ways of working and any associated agreements or guidance. This Schedule does not replace the legal framework or responsibilities of the two statutory organisations. It recognises the complexity of how the health and care system currently work and interact with each other to provide the best possible care and services. The following behaviours should support joint governance arrangements between the CCG and council for place based jointly agreed plans. • One Luton Unified Leadership Team • Work as ‘One Luton’ driving agreed priorities through the Luton At Place Board and the designated collaborative delivery groups, focus groups and task and finish groups. • Collectively champion Luton as a place of aspirations and achievements; a place with people at its heart. • Embed a strong collaborative and population health management approach, addressing the wider determinants of health and inequalities, to maximise outcomes for the people of Luton. • Facilitate stronger relationships across the system, to proactively identify, define, agree and drive the delivery of collective priorities for Luton. • Agree a single Luton SRO for each function with aligned resources for delivery. • Have the 'right conversation' in the ‘right meeting’, with ‘pre-considered decisive outcomes’ once, where possible. • Support each other to deliver 'sovereign' Legislative Responsibilities • Be clear on how statutory / legal functions are being discharged and agree whether any legal sign off is required for any joint activities • Agree Joint Business Planning • Bring together senior leaders and partners through the Luton At Place Board, to drive and facilitate partnership working with a common vision and purpose, to strategically shape the Luton priorities as set out in the 2021-2026 At Place Board Priorities Plan • Build key performance indicators and develop reporting requirements for tracking delivery on shared endeavours and evidencing improved population health outcomes for the people of Luton. • Establish a system wide ethos that supports open and transparent working practices • Strengthen effective and collaborative resource planning for common priorities and objectives • Recognise and respond to change and local need, using Covid-19 lessons learned to be proactive and take risks to achieve the agreed outcomes.

Ways of Working. To achieve this we will work in alliance with each other operating with mutual respect and mutual accountability. We will keep the residents of Luton informed of joint plans, adopting a co-production approach to transformation based soundly on the Luton voice and where it is required, conducting formal consultation. The Council and CCG ICB will ensure that all colleagues and teams are aware of the agreed ways of working and any associated agreements or guidance. This Schedule does not replace the legal framework or responsibilities of the two statutory organisations. It recognises the complexity of how the health and care system currently work and interact with each other to provide the best possible care and services. The following behaviours should support joint governance arrangements between the CCG ICB and council for place based jointly agreed plans. • One Luton Unified Leadership Team • Work as ‘One Luton’ driving agreed priorities through the Luton At Place Board and the designated collaborative delivery groups, focus groups and task and finish groups. • Collectively champion Luton as a place of aspirations and achievements; a place with people at its heart. • Embed a strong collaborative and population health management approach, addressing the wider determinants of health and inequalities, to maximise outcomes for the people of Luton. • Facilitate stronger relationships across the system, to proactively identify, define, agree and drive the delivery of collective priorities for Luton. • Agree a single Luton SRO for each function with aligned resources for delivery. • Have the 'right conversation' in the ‘right meeting’, with ‘pre-considered decisive outcomes’ once, where possible. • Support each other to deliver 'sovereign' Legislative Responsibilities • Be clear on how statutory / legal functions are being discharged and agree whether any legal sign off is required for any joint activities • Agree Joint Business Planning • Bring together senior leaders and partners through the Luton At Place Board, to drive and facilitate partnership working with a common vision and purpose, to strategically shape the Luton priorities as set out in the 2021-2026 At Place Board Priorities Plan • Build key performance indicators and develop reporting requirements for tracking delivery on shared endeavours and evidencing improved population health outcomes for the people of Luton. • Establish a system wide ethos that supports open and transparent working practices • Strengthen effective and collaborative resource planning for common priorities and objectives • Recognise and respond to change and local need, using Covid-19 lessons learned to be proactive and take risks to achieve the agreed outcomes.

Ways of Working. To achieve this we will work in alliance with each other operating with mutual respect and mutual accountability. We will keep the residents of Luton informed of joint plans, adopting a co-production approach to transformation based soundly on the Luton voice and where it is required, conducting formal consultation. The Council and CCG ICB will ensure that all colleagues and teams are aware of the agreed ways of working and any associated agreements or guidance. This Schedule does not replace the legal framework or responsibilities of the two statutory organisations. It recognises the complexity of how the health and care system currently work and interact with each other to provide the best possible care and services. The following behaviours should support joint governance arrangements between the CCG ICB and council for place based jointly agreed plans. • One Luton Unified Leadership Team • Work as ‘One Luton’ driving agreed priorities through the Luton At Place Board and the designated collaborative delivery groups, focus groups and task and finish groups. • Collectively champion Luton as a ▇▇ ▇ place of aspirations and achievements; a place with people at its heart. • Embed a strong collaborative and population health management approach, addressing the wider determinants of health and inequalities, to maximise outcomes for the people of Luton. • Facilitate stronger relationships across the system, to proactively identify, define, agree and drive the delivery of collective priorities for Luton. • Agree a single Luton SRO for each function with aligned resources for delivery. • Have the 'right conversation' in the ‘right meeting’, with ‘pre-considered decisive outcomes’ once, where possible. • Support each other to deliver 'sovereign' Legislative Responsibilities • Be clear on how statutory / legal functions are being discharged and agree whether any legal sign off is required for any joint activities • Agree Joint Business Planning • Bring together senior leaders and partners through the Luton At Place Board, to drive and facilitate partnership working with a common vision and purpose, to strategically shape the Luton priorities as set out in the 2021-2026 At Place Board Priorities Plan • Build key performance indicators and develop reporting requirements for tracking delivery on shared endeavours and evidencing improved population health outcomes for the people of Luton. • Establish a system wide ethos that supports open and transparent working practices • Strengthen effective and collaborative resource planning for common priorities and objectives • Recognise and respond to change and local need, using Covid-19 lessons learned to be proactive and take risks to achieve the agreed outcomes.