DFID Management Board
Meeting on 22 March 2007
In working towards the delivery of the Public Service Agreement the Management Board will aim to:
- A. communicate the vision, role, direction and priorities of DFID to staff and other stakeholders;
- B. ensure DFID's financial resources and staff are allocated and managed effectively;
- C. monitor and improve DFID's performance;
- D. protect and enhance DFID’s reputation as a highly effective international development organisation.
10.00 – 11.30, PS 3W12 (Closed session)
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Topic |
Attending |
Purpose |
MB Obj |
Corporate Plan - vision for 2013 |
Richard Calvert Kevin Sparkhall |
To define the vision for DFID to 2013, to frame future work on the Corporate Plan |
A, B& C |
|
Attendees |
Suma Chakrabarti (Chair), Mark Lowcock, Sue Owen, Minouche Shafik, Bill Griffiths (Non-Executive Director), Helen Ghosh (Non-Executive Director) |
Corporate Plan – vision for 2013
1. Richard Calvert introduced this item. He said that the vision paper contained a number of possible options for how DFID should address the challenges of the future; it reflected discussion but not consensus around the organisation. The Board were invited to give a steer on these issues; the final plan would come back to the Board and Ministers later in the year.
2. The Board asked the team to prepare a draft plan for the SCS away day in July. It should go to Ministers for approval in September; the plan should then be adjusted early in 2008 in the light of Directors’ Delivery Plans. The Board agreed that the draft Plan should include proposals for:
- working effectively with Whitehall; a measure of this would be the extent to which DFID contributes to UK policy on issues where developing countries are affected (as we have done in the past on trade policy);
- moving towards more multilateral humanitarian aid;
- channelling more than 50% of DFID aid through multilateral organisations by 2013 (the trajectory to this point should be as smooth as possible);
- becoming more selective in our funding of the multilaterals, providing more to those which are more effective, and with greater emphasis on core funding rather than trust funds at the country level;
- scaling down both the number and size of DFID country offices, moving in some good performing countries to providing all aid through other partners;
- improving the average calibre of staff, as well as the quality of performance management;
- establishing, by 2013, a body which would evaluate all international aid;
- potential sub-letting of parts of our headquarters in London and East Kilbride, as our staff numbers decrease.
Justin Williams -
Management Board Secretary
