1. GNC Governance Review Preliminary Report for Discussion 9 th July 2013

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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).

11.  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?

13. 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…

14. 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

15. 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

16. 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)

17. Visualising the GNC

18. Governance is less about structure and more about relationships