Presentation on theme: "GNC Governance Review Preliminary Report for Discussion 9 th July 2013."— Presentation transcript:
GNC Governance Review Preliminary Report for Discussion 9 th July 2013
The Review Process Reading Listening Asking More listening More reading Writing Testing preliminary ideas with the SAG More writing – preliminary report SAG More writing – draft report you Discussions, decisions, actions today Finalisation of report Lots of work to make it all happen
What is ‘Governance’ for the GNC? Structures and mechanisms required to ensure delivery of the GNC purpose. DELIVERY OF PURPOSE Relationships within, and external to, the GNC. Transparency about power and accountabilities
Governance Logic Anchor GNC Core Purpose Direction 3-Yr Strategic Plan Delivery GNC Partners: SAG, TFs, GNC Observers Steps GNC workplan GNC CT workplan M+E Bi-annual review of Strategic Plan Quarterly review of GNC workplan Monthly review of GNC CT workplan
What’s the GNC for? Coordination! Support to country coordinators The GNC Vision is there, but it does not provide an ‘anchor’, from which to make decisions and determine priorities. GNC Role: The GNC is first and foremost a coordination mechanism. Its seeks to enable timely, quality, appropriate response to emergencies by supporting country-level cluster coordination. Anchor
GNC Strategic Priorities Nutrition STRATEGIC Area 4 Information and Knowledge Management GLOBAL NUTRITION CLUSTER ROLE: The GNC is first and foremost a coordination mechanism. Its seeks to enable timely, quality, appropriate response to emergencies by supporting country-level cluster coordination. Nutrition STRATEGIC Area 1 Nutrition STRATEGIC Area 2 Nutrition STRATEGIC Area 3 Support to National Coordination International Coordination and Advocacy Capacity strengthening, for delivery of coordinated & harmonised NIE response Nutrition STRATEGIC Area 4 Info./Knowledge Mgt (incl. monitoring & assessment) GLOBAL NUTRITION CLUSTER VISION: 2011-2013 The nutritional status of emergency affected populations is safeguarded and improved by ensuring an appropriate response that is predictable, timely, effective and at scale. Nutrition STRATEGIC Area 1 Nutrition STRATEGIC Area 2 Nutrition STRATEGIC Area 3 Capacity Development, HR & Ops Support (incl. preparedness) Standards, Guidelines & Technical Development Coordination, Advocacy, Policy & Resource Mobilization
A Strategic Plan for the GNC The current ‘strategic framework’ – the 4 pillars – is a diagram summarising proposed activities for each strategic area GNC needs a clear plan, allowing for multi- year activities. Can help to mobilise resources A 3-Year, Costed Strategic Plan Direction
Delivering the Strategic Plan – Who? GNC Partners and GNC Observers Interim Strategic Advisory Group Open to all Partners; rotate in Nov 2013 Task Forces Convened as necessary, for specific purposes and time-frames, in context of Strategic and GNC work plans Strategic Partnerships ? Communities of Practice? Delivery
Roles and Responsibilities GNC Partners: Support fulfilment of the GNC Strategic Plan through activities in GNC workplan Participate in at least one GNC meeting a year Contribute to decision-making in best interests of the collective Have equal stake in GNC decisions SAG: Provides strategic support to GNC Coordinator Monitors GNC Strategic Plan Decision-making role only if delegated by Partners GNC CT Support fulfilment of GNC strategic and work plans through activities in GNC CT workplan GNC Coordinator has management decision-making authority
Decision-Making in the GNC Partnership…. Consensus….. Trust…... Voting as a last resort, or for speed Delegated decision-making authority, as required, and as agreed openly (at meetings or by email).
A GNC workplan – ?2 years - of actions partners are willing to take forward, in support of the GNC Strategic Plan A GNC CT Workplan –1 year - of actions needed at the Geneva level Steps Delivering the Strategic Plan – How?
External Connections Viewed from perspective of renewed clarity and confidence in GNC core purpose GNC openness to see external groups as potential assets to the GNC Recognise key externals on GNC website as ‘Of interest to the GNC’; keep communications open; use their products if appropriate; Convene a SUN/GNC/SCN Platform on NIE GNC joins SUN UN System Network Explore potential collaboration with SCN Links with other clusters: via focal points…
Monitoring and Learning Data and analysis Cluster performance and effectiveness Execute decision of Jan 2013 to establish an IM Task Force Tracking requests from NCCs Communicating work of country clusters Collating tools and lessons regarding IM On-line portal for information exchange M+E
Communications All partners should have equal access to critical information…. Transparency.… Needs to span global and country levels Streamline monthly calls with partners Language… La langue! Email minutes rather than just post them on website
Meetings Hugely valued…. Space to exchange/network Could be more efficient and effective Overall chair (GNC Coordinator) Facilitators for sessions, with clear objectives Capturing decisions/actions Invite inputs of non-participants by email Consider convening a second meeting of NCCs (to be paid for from country budgets)