Sections:
DFID Management Board
Terms of Reference
Who are we?
The Management Board is chaired by the Permanent Secretary and its members includes the three Directors General (DG) and two non-Executive Directors. The Secretariat is provided by the Private Secretary to the Permanent Secretary.
Why does the Management Board have non-Executive Directors?
The Board's non-Executive Directors are there to provide an external perspective on DFID's work and specific expertise to the discussions.
What are we responsible for?
The Management Board is collectively responsible for the delivery of the Public Service Agreement and Service Delivery Agreement (PSA/SDA).
How do we do this?
We provide strategic direction to the management of DFID's operations, staff and financial management, within the parameters of policies set by and in consultation with the Secretary of State.
The main focus of our work is:
- communicating the vision, role, direction and priorities of DFID to staff and other stakeholders;
- ensuring effective allocation and management of DFID's staff and financial resources;
- monitoring and improving DFID's performance;
- protecting and enhancing DFID’s reputation as a highly effective international development organisation.
How are decisions taken?
We take decisions collectively, taking full account of the views of all members, including non-Executive Directors.
How are we held to account
Executive Board members have personal objectives, which stem from the PSA/SDA. Every year we set objectives collectively for the Board and commission as internal performance report against these.
How do we work?
We meet approximately once a month and our agendas typically contain 2-4 items. The Board's work is planned by means of a rolling annual agenda. Papers are normally circulated a week in advance of each meeting and can be found on inSight. A record of the discussions is circulated within a week of the meeting and posted on inSight. Management Board papers and records are also available on DFID’s internet site.
What about the other committees?
The Management Board is supported by four Committees: the Development Committee (chaired by the DG Policy and International), the Knowledge and Communications Committee and Finance and Audit Committee (chaired by the DG Corporate Performance, other than audit matters, when the FAC would be chaired by a non-executive member of the Management Board), and the Human Resources Committee (chaired by the DG Country Programmes). These committees take many of the short- to medium-term policy and operational decisions, freeing the Management Board to consider longer-term strategic priorities. Committees sometimes refer issues to the Board.
Each Committee sets annual objectives and provides a progress report to the Management Board at the end of the financial year.
How can staff engage in Management Board Business?
Staff can feed in comments on the papers either through the author of the paper or through their Director General. Directors and DGs will meet regularly to look ahead at issues coming to the Board, and to consider how best to implement subsequent Board decisions. From time to time, the Board may hold an informal consultation with staff on a specific agenda item, prior to the meeting. There will also be the opportunity for 1-2 members of staff, in London or visiting from Abercrombie House or our overseas offices, to observe Board meetings: if you are interested in doing this, please contact Louise Thomas.
A variety of staff members are involved in preparing papers for the Board and will be invited to attend to present the paper or give background information on the issue. If you are writing one, please consult the guidance.
If you have any queries about the Management Board, please contact Louise Thomas, Management Board Secretary on extension 0514.
Management Board Annual Objectives - April 2002 - March 2003
In working towards the delivery of the Public Service Agreement and Service Delivery Agreement, the Management Board will focus on:
A. communicating the vision, role, direction and priorities of DFID to staff and other stakeholders;
B. ensuring DFID's financial resources and staff are allocated and managed effectively;
C. monitoring and improving DFID's performance;
D. protecting and enhancing DFID’s reputation as a highly effective international development organisation.
Our objectives for 2002/3 under these headings are:
To integrate the Public Service Agreement and Service Delivery Agreement into the performance management systems throughout the department (A and C)
- Direction given to the shape of new performance management systems, which take account of best practice, for example from NAO report
- Full performance management system, from the PSA to individuals’ job objectives, understood throughout DFID
- Directors’ Delivery Plans, presented to Board in January, show clear links to PSA targets
- Individuals’ job objectives, agreed by March 2003, generally show links (through eg departmental plans) to PSA and staff understand how their work contributes to achieving DFID’s targets
To show leadership on diversity issues (B)
- Diversity Report, to be presented to Board in October, informs future work to make progress on diversity
- Structures in place to make progress and responsibility devolved to line management over year
- Board’s Diversity Champion communicates DFID’s diversity policy and values, and works with the reconfigured Diversity Group to deliver priority elements of the Diversity Audit Action Plan
- Direction given to make progress towards diversity targets, particularly if DFID slips behind Whitehall targets
To oversee restructuring of Policy Division and other reorganisations (A and B)
- Key criteria (increased responsiveness, interdisciplinarity and prioritisation) are seen in Policy Division in April 2003
- Staff are brought along with change, feel their skills are recognised and understand their place in the system
- Structures for Information and Communications systems better joined up
To consider, make and implement recommendations to protect and enhance DFID’s position and purpose - to eliminate poverty - in the long term (D)
DFID is increasingly recognised by rest of Government as cornerstone of UK relationship with developing countries
Aid effectiveness better understood around Whitehall
DFID and other donors increasingly adopt international best practice guidelines on aid effectiveness
To be responsive, open and visible (A)
- Every department and country office is visited by at least one member of the Management Board over the year
- Each Management Board meeting is open to 1-2 staff to observe and this is taken up at least twice over year
- Staff involved in writing papers for the Board are invited to attend and are involved in the discussions
- Regular use made of inSight webcasts, discussion forums and messages by Management Board members
To embed new corporate governance structures (B)
- Slimmed down Management Board works effectively and concentrates on its priorities
- Greater responsibility devolved to supporting Committees
- Non-Executive Directors recruited and able to make a full contribution
- New Board and Committee structure understood by staff
- Restructured Performance and Effectiveness Department gives adequate support to the work of the Board
To make progress on the Public Service Agreement and Service Delivery Agreement (C)
- New PSA/SDA agreed with Treasury and rolled out effectively within DFID
- Statistics on DFID’s performance show improvement and direction given for remedial action where necessary
- Interim targets achieved (eg 50% for EC part of PSA objective IV, 80% for objective VI for figures in April 2002)
To agree resource allocation for 2003-5/6 that will maximise DFID’s impact on PSA targets and the Millennium Development Goals (B)
- Lessons drawn from study on strategic resource allocation that will inform resource allocation round
- Recommendations on resource allocation to Secretary of State are strategic, prioritised and realistic
- Degree of flexibility maintained in system
Verifications of success will include:
- Discussion forum on inSight on ‘Going from Strength to Strength’
- Focus group on ‘Going from Strength to Strength’
- Reports to Management Board from those responsible for implementation
- Quarterly management reports and reports to Treasury on progress with PSA/SDA Feedback from members of the Board, notably non-Executives
- Records of Management Board meetings
- Consultations with staff on specific aspects where necessary
- Outcome of high-level event in February 2003 on aid harmonisation
Last updated: 7 July 2006