GNC Governance

ReviewPreliminary Report for Discussion

9th 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! Coordination! 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: 2011-2013The 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)

Visualising the GNC

Governance is less about structure and

more about relationships