with the CEO recruitment process. Board working that allow introducing electronic The proposal here is to do for more regular decision-points between additional thinking with the view and monitoring of Board meetings and more to a fuller discussion by the Board delivery of the strategic virtual decision-making. at the November meeting. plan. High The Partnership has relied heavily Finalise Accreditation Board to finalise/approve November A greater Policy finalised and on the Bank to perform as Guidelines as soon as Accreditation Guidelines. Board diversity of disclosed supervising entity. In line with possible. meeting at partners other global programmes a the latest. engaged in the broader participation from donor SE role. partners is vital to deliver a true GPE members must to develop and The current Strategy finalised and at partnership and break the step up to taking on SE and implement a strategy process of one new SE perception that GPE funds are ME roles as befits the GPE alongside the Guidelines accrediting appointed/operational being used if’ Bank funds at partnership model. that actively promotes and additional by June 2013 ‘as country level. negotiates the role of SE SE’s is with non-Bank donor complete by partners. December 2012. Secretariat to be part of high level negotiations with A further six donor partners on accredited becoming a SE / ME. SE’s are in place by December 2013. High The GPE partnership has not Clarify GPE’s with a Secretariat to prepare a December GPE ambitiously At least one new ‘offer’ played a full leadership role in funding strategy that: funding strategy with key 2012 fundraising and committed funding resource mobilisation, relying too (i) is clear about a range of performance targets for championing source at scale secured heavily on a few donor partners to opportunities to engage global and country level education by December 2012, with carry most of the burden. Funding and resource mobilisation to be among donors, an additional two by the at the global level needs a wider (ii) seeks to attract not just signed off by the Board. including new end of 2013. range of contributors, while more donor partners but country and emerging emphasis needs to be given to partners and private/ members to agree on donors. crowding-in resources at country philanthropic partners division of labour in Resource mobilisation level through the demonstration both globally and assisting with approaches strategies piloted in 5 effect of committed domestic nationally. to new funders at country GPE countries by mid resources and innovative aid level. 2013. modalities. The Funding strategy must set performance targets for raising funds
with the CEO recruitment process. The proposal here is to do additional thinking with the view to a fuller discussion by the Board at the November meeting. Board working that allow for more regular and monitoring of delivery of the strategic plan. introducing electronic decision-points between Board meetings and more virtual decision-making. High The Partnership has relied heavily on the Bank to perform as supervising entity. In line with other global programmes a broader participation from donor partners is vital to deliver a true partnership and break the perception that GPE funds are being used ‘as if’ Bank funds at country level. Finalise Accreditation Guidelines as soon as possible. GPE members must step up to taking on SE and ME roles as befits the GPE partnership model. Board to finalise/approve Accreditation Guidelines. to develop and implement a strategy alongside the Guidelines that actively promotes and negotiates the role of SE with non-Bank donor partners. Secretariat to be part of high level negotiations with donor partners on becoming a SE / ME. November Board meeting at the latest. The current process of accrediting additional SE’s is complete by December 2012. A further six accredited SE’s are in place by December 2013. A greater diversity of partners engaged in the SE role. Policy finalised and disclosed Strategy finalised and at one new SE appointed/operational by June 2013 High The GPE partnership has not played a full leadership role in resource mobilisation, relying too heavily on a few donor partners to carry most of the burden. Funding at the global level needs a wider range of contributors, while more emphasis needs to be given to crowding-in resources at country level through the demonstration effect of committed domestic resources and innovative aid modalities. Clarify GPE’s ‘offer’ with a funding strategy that: (i) is clear about a range of opportunities to engage and (ii) seeks to attract not just donor partners but country partners and private/ philanthropic partners both globally and nationally. The Funding strategy must set performance targets for raising funds Secretariat to prepare a funding strategy with key performance targets for global and country level resource mobilisation to be signed off by the Board. members to agree on division of labour in assisting with approaches to new funders at country level. December 2012 GPE ambitiously fundraising and championing education among donors, including new and emerging donors. At least one new committed funding source at scale secured by December 2012, with an additional two by the end of 2013. Resource mobilisation strategies piloted in 5 GPE countries by mid 2013.