Governance: PCB

1
Governance PCB CCO (SGB1)

• 1) Do findings resonate
• No Consensus. Some think governance has improved,
  others not.
• 2) Where to find the evidence?
• Expectations more ambitious than for other UN
  orgs.
• Stakeholder expectations need clarification
• Comparison with other orgs needed but difficult
  (no clear metrics)
• 3) Directions for recommendations
• Mandate role of PCB/PCB Bureau/Chair
  clarification
• Approach to drafting explore separating policy
  discussion decision making during PCBs. Avoid
  Board micromanagement.
• CCO/PCB relationship Improving reporting and
  collaboration
• Voice of civil society need for guidance
• 4) Other considerations
• Report language needs to be more balanced, less
  bombastic
• Please Stakeholder expectations on governance
  need to be realistic

2
SGB2 UBW

1. Transparency not right term.
2. UBW does influence cosponsors programming and is
   basis for Secretariat programming
3. UBW follows strategic directions of PCB
4. UBW is a key tool in PCB governance and programme
   implementation
5. Criteria for resource allocation strengthened.

3
DoL at Global Level (SGB 3)

• Do findings resonate
• Expectations of DoL may not be realistic. Where
  DoL has worked well for harmonisation this has
  been silent needs to be captured.
• Perceptions vary on DoL improving entry points
  for others
• Being a cosponsor has kept agencies resonates
• Role of ExD as champion resonates
• Need to reflect IATTs in findings
• Where to find the evidence?
• Additional evidence needed in relation to the
  role of the DoL in generating decisions about
  harmonisation
• Challenges of clear evidence on IATTs
• Directions for recommendations
• Clarify expectations for Dol
• Optimise roles of coordinators in expanding
  efforts but without detracting from effort at
  top.

4
DoL at country level (SGB 4)

• Do findings resonate
• Generally no improvement is slow but there is
  improvement
• Where to find the evidence?
• Look at time series info
• Staffing and budget decisions at global level
• Reinterpret evidence
• Directions for recommendations
• Greater PCB role in oversight sec and DoL
• Review DoL between sec and co-sponsors
• Make progress on joint programme initiatives

5
SGB5 Efficiency and effectiveness of
administration of the joint programme

• Do the findings and statements in the document
  resonate with your own experience?
• The findings were substantiated by the group
  experience
• If not, how do they differ and what evidence can
  you direct the team to review?
• The report said there are no competency framework
  in place, there are some in place and they are
  currently being reviewed. This evidence need to
  be submitted to ET and reviewed by ET
• Which of the findings offer scope for practical
  recommendations that can be implemented?
• There has been limited oversight by the PCB, What
  is the appropriate oversight role for PCB?
• Burning issue is
• The competing administrative systems limits the
  effectiveness, efficiency and ability to recruit
  competent staff by the secretariat. Action needs
  to happen now in order to maximise efforts and
  resources.

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