Secretariat to (a) High Bank financial reporting/charge Work on the presentation October Greater Scorecard and improved introduce a codes do not give a readily and transparency of cost 2012 for transparency of cost data regularly new/simplified format for accessible picture of the data to for a clearer simplified of doing presented to Board and tracking of doing Secretariat operating costs to assessment of of cost data business and disclosed as part of ‘cost business categorised Board members and external doing business and pass portfolio Annual Report. clearly into Board stakeholders. through cost’ with clearer December performance governance, benchmarking over time. 2012 for improves the administrative and performance regularity and operational costs (b) scorecard quality of Board ensure the timely (see oversight of GPE production of the GPE operations. Annual Report with cost data and portfolio performance data fully disclosed (c) production of a scorecard with cost vs. spend & portfolio performance data regularly presented to the GPE Board (see below). High No clear/simple methodology for Develop a scorecard of key Secretariat with Ongoing for Board oversight Greater transparency of Secretariat reporting to the Board performance measures to Annual of the quality of operational/ portfolio on key performance issues: from be routinely shared with Report. GPE operations performance improves elapsed times for recruitment to and monitored by the full improves. the quality of portfolio performance and Board. First oversight of GPE average disbursement rates. scorecard by operations. December 2012 GPE Partner Medium Managerial accountability is 1. Appraise in more detail 1. Board chair to get November A more engaged CEO/Secretariat view the & current weighted towards the the pros and cons of agreement from the Board Board and responsive Board as having an host. There is a need to increase establishing a in September 2012 to meeting Board providing equally important role in processes the managerial authority of the (or alternative commission a short effective and managerial oversight. Board by increasing the amount of formulation) of the Board additional piece of work timely oversight. regular engagement/oversight on to take particular appraising ways to improve Partners see an matters of operational importance responsibility for the managerial heft of the improvement in the to GPE. administrative/ managerial Board for decision at the accountability & performance issues of December Board meeting. relationship between the The working group agreed with the Secretariat. Secretariat and the the issue but felt further work was 2. Board chair to work with needed on a proportionate 2. Identify and in Board liaison to identify response that was also in tune methods into regular opportunities for
High Bank financial reporting/charge codes do not give a readily accessible picture of the Secretariat operating costs to Board members and external stakeholders. Work on the presentation and transparency of cost data to for a clearer assessment of ‘cost of doing business and pass through cost’ with clearer benchmarking over time. Secretariat to (a) introduce a new/simplified format for tracking of doing business categorised clearly into Board governance, administrative and operational costs (b) ensure the timely production of the GPE Annual Report with cost data and portfolio performance data fully disclosed (c) production of a scorecard with cost vs. spend & portfolio performance data regularly presented to the GPE Board (see below). October 2012 for simplified cost data December 2012 for performance scorecard (see Greater transparency of of doing business and portfolio performance improves the regularity and quality of Board oversight of GPE operations. Scorecard and improved cost data regularly presented to Board and disclosed as part of Annual Report. High No clear/simple methodology for Secretariat reporting to the Board on key performance issues: from elapsed times for recruitment to portfolio performance and average disbursement rates. Develop a scorecard of key performance measures to be routinely shared with and monitored by the full Board. Secretariat with Ongoing for Annual Report. First scorecard by December 2012 Board oversight of the quality of GPE operations improves. Greater transparency of operational/ portfolio performance improves the quality of oversight of GPE operations. GPE Partner & processes Medium Managerial accountability is current weighted towards the host. There is a need to increase the managerial authority of the Board by increasing the amount of regular engagement/oversight on matters of operational importance to GPE. The working group agreed with the issue but felt further work was needed on a proportionate response that was also in tune 1. Appraise in more detail the pros and cons of establishing a (or alternative formulation) of the Board to take particular responsibility for administrative/ managerial & performance issues of the Secretariat. 2. Identify and in methods into regular 1. Board chair to get agreement from the Board in September 2012 to commission a short additional piece of work appraising ways to improve the managerial heft of the Board for decision at the December Board meeting. 2. Board chair to work with Board liaison to identify opportunities for November Board meeting A more engaged and responsive Board providing effective and timely oversight. CEO/Secretariat view the Board as having an equally important role in managerial oversight. Partners see an improvement in the accountability relationship between the Secretariat and the
Status%20Quo%20Plus%20Matrix%2020-7.docx