DFID Management Board
In working towards the delivery of the Public Service Agreement the Management Board will aim to:
- communicate the vision, role, direction and priorities of DFID to staff and other stakeholders;
- ensure DFID's financial resources and staff are allocated and managed effectively;
- monitor and improve DFID's performance;
- protect and enhance DFID’s reputation as a highly effective international development organisation.
Meeting on 8 March 2006
Topic |
Attending |
Purpose |
MB Obj |
Papers |
Fraud - Update of discussions from the audit committee |
Richard Calvert |
To update thew Board on the discussion of fraud at the Audit Committee |
B, C |
|
Catalyst Update |
Richard Calvert |
To assess progress on the implementation of catalyst and identify areas needing further attention |
B, C |
Catalyst Update |
Annual Diversity Plan |
Kamaljit Kerridge-Poonia |
To assess DFID's progress against diversity targets |
A, B, C and D |
Covering Minute |
Attendees |
Suma Chakrabarti (Chair) Mark Lowcock, Minouche Shafik, Bill Griffiths (Non-Executive Director), Helen Ghosh (Non-Executive Director), Masood Ahmed |
|||
Observing |
In Palace Street - Adrian Blundell, Philip Smith, Maliaka, Elizabeth Moriba In Abercrombie House - John Aning, Angela Beven, Kevin Gardner, Peter Shelley, Mike Hollis and Richard Plumb |
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(
22 kb)Fraud - Update of discussions from the Audit Committee
Richard Calvert introduced this item. Key points are as follows:
- fraud remained a risk for DFID, and should continue to be high on the agenda of senior management;
- cases to date have been largely low level in value, though with higher reputational risks;
- there is a higher level of awareness of the procedures for dealing with fraud in the organisation than there has been in the past, though continued awareness raising was necessary.
In conclusion the Board:
- thanked the team for a thorough report, which set out the numbers as well as fully explaining the context and business processes involved;
- noted that there was an increased risk of fraud in difficult and post-conflict environments. It was agreed Suma and Minouche would discuss this in the context of the review of relevant portfolios with the Secretary of State;
- agreed that Richard should liaise as necessary with the NAO and others on specific cases;
- agreed on the need for a robust communications strategy on fraud issues;
- were content with the level of resources allocated to dealing with fraud but agreed that this should be kept under constant review.
Catalyst Update
Richard Calvert introduced this item. The key points were as follows:
- the focus of the catalyst programme is changing from Quest (rollout is coming to the end) to HR transformation and Aries (roll out now 12 months away);
- we need to now work to better realise the benefits of Quest, in particular the new EDRM system;
- the Board were asked to assess progress on the implementation of Catalyst and identify areas needing further attention.
In discussion the Board:
- noted need to validate the number of possible posts saved as a result of the Aries rollout. A view will then need to be taken about whether these savings should redeployed on a divisional or central basis. We will need to ensure we capture these savings. This should be discussed as part of the Autumn resource round and support priorities identified in the White Paper;
- agreed the Board needs to continue to deliver messages that Catalyst matters and that Board members are committed to realising the benefits;
- stressed the remaining offices should be Quested soon;
- emphasised the need to ensure high standards of financial management during the transition to the Aries system.
In conclusion the Board:
- were very pleased with the successful roll out of Quest. This is a good example of how DFID can effectively manage change. There are lessons to be learnt from this for the future roll out of Aries;
- requested the proposals from the team proposing how best to capture the benefits of the resource savings expected from Aries. The Board will come to a decision on this issue in the Autumn;
- agreed on the need for a core script on Catalyst, which should include details on the successes of Quest;
- agreed that the improvement of our IT systems should be a continuous process. To stay ahead of the game, we need to now think about the successor to Catalyst. Adrian Blundell will be leading a piece of work on this as part of the CSR.
Diversity Annual Report
Liz Davis introduced this item. Key points are as follows:
- this year’s report is shorter and more focused;
- real progress has been made in the last few years but we will need to accelerate and support work on diversity in our overseas offices to match the progress which has been made in the UK;
- HRD are in dialogue with the Commission for Racial Equality (CRE) on their impact assessment of DFID core policy;
- in 2006 DFID will need to prepare for the new equalities and age legislation. This will involve DFID developing new equality schemes and an equality impact assessment;
- the Board were asked to consider and note the progress made in 2005/6 and the key priorities for 2006/7, endorse the report and agree to the priorities for the next year.
In discussion the Board:
- said they were very pleased with the report and the data produced;
- were pleased with the progress on gender. In the recent SCS promotion round 87.5% of promotees were women. Whilst we are making progress on getting women into the SCS, to maintain momentum we will need to continue to work to manage work life balance and further develop our understanding of the barriers to women getting to the top;
- noted that ensuring a diverse talent pipeline is key to maintaining progress. We have been focusing more on gender to date but there is more that we can do in improving the disability, sexual orientation and Black and Minority Ethnic (BME) ratios of staff in the feeder grades. For example the numbers of BME staff are lower in the feeder grades than in the SCS;
- agreed continued turnover of SCS staff is needed if we are to meet our targets;
- were pleased that the recruitment analysis demonstrated that there was no evidence of discrimination in the interview process.
In conclusion the Board:
- reiterated they were very pleased with the progress made in recent years but highlighted the need to do more to demonstrate how this is impacting on policy and programmes;
- asked HRD to produce a core script for the Board on diversity;
- agreed we need to better understand the impact of the CRE and new equalities and age legislation on the Department;
- agreed proactive talent management in senior management is improving across the organisation but more can be done to embed this at lower grades. We will need to ensure we have the right ratios of BME and gender in feeder grades to ensure continued progress;
- thanked Mark for all the work he had done as diversity champion and were pleased to announce that Minouche would now take on this role. She will focus on making progress on diversity in country offices;
- were delighted that DFID has been nominated for the Opportunity Now 2006 public sector award, in addition to European Diversity award Suma received in 2005.
