Management and Governance

1. Management and Governance Strategic Plan 2009-2011 29-30th October 2008

2. Management and Governance “GeSCI’s corporate structures and management arrangements were appropriate for its start-up phase, but are unlikely to meet future needs... It is now time to revisit the corporate structure and management processes as current structures and processes are inadequate for GeSCI’s current stage of development.” Donor Evaluation – April 2008

3. Corporate and Legal Structure GeSCI • Responsible for: • Strategic direction and management control • Donor relationships and administration of funding • Management of Global and non-African activities • Partnerships with global organisations and programmes • Any country programmes or direct activities outside of Africa. • Specialist activities and GeSCI programme support • Management of Finance & Operations • Strategic direction and governance for GeSCI Kenya • Responsible for: • All African programmes and projects including Country Programmes, AKE and other Regional Programmes • Where appropriate and in close coordination with GeSCI (Ireland), receipt and management of donor funds for specifically designated projects in Africa Ireland Kenya

4. GeSCI’s Current Governance Structure Members Advisory Council Donor Advisory Group Board of Directors CEO Management & Staff

5. Corporate Governance GeSCI is committed to reviewing and developing its governance structure further to ensure that it is fully compliant with its legal responsibilities, that it meets the requirements of its members and donors and that it reflects NGO best practice.  In doing so, GeSCI will consult with all the key stakeholders and will prepare a Governance Proposal for their consideration and approval.   That proposal will include recommendations on: • Expanding the Board of Directors for GeSCI (Ireland) • Formalising reporting by management to the Board • Increasing the frequency of Directors’ meetings • Establishing sub-committees in areas such as finance, audit and remuneration. • Consideration of the Members of the company and the requirements of donors, and clarification of the roles and responsibilities of the Advisory Council and the Donor Advisory Group  GeSCI management will also further develop and implement formal governance structures for GeSCI Kenya, consistent with and harmonised with the structures for Irish headquarters.

6. Management and Organisation

7. Programme Management GeSCI’s management aim to manage resources effectively and efficiently ensuring relevance, a focus on results and sustainability of its work: • Planning and implementation of the programmes • Logical Framework Approach (LFA) • Monitoring and reporting • Monthly programme progress reports • Quarterly financial statements • Quarterly Donor and Advisory Council updates • Annual Report • Assessment and evaluation of the programmes • Situation Analysis/ baseline prior to country engagement • Quarterly management reviews • Programme Mid-Term review • Self-assessment and internal programme evaluation prior to transition • External independent evaluation of programmes

8. Financial Management •  External Reporting (AGM, Advisory Council, Donors) • Reporting expenditure by programme • Best practice – implementation of the Charities SORP   Internal financial reporting • Financial management to be aligned to activities (programmes and projects) • Each programme/project manager having budget responsibility • Monitor performance against budget on a quarterly basis • Internal control environment • GeSCI will continuously review and develop its internal control processes and procedures to ensure that the assets and resources of the organisation are safeguarded and are used efficiently to further the objectives of the organisation.

9. Human Resources Management GeSCI recognises that its greatest asset is its people.  In developing the organisation, GeSCI will: • Adopt a flexible staffing structure with a small core staff; with recruitment of other staff for the duration of specific long-term programmes; and with the sourcing of additional expertise (consultants, secondments from strategic partners) for short term programmes.   • Retain skilled, experienced and knowledgeable staff. • Establish clear processes and guidelines so that staff are treated in a fair and transparent manner across the organisation and particularly across different countries of operation. • Ensure that staff policies are consistent and reasonable when compared to other NGOs and organisations of a similar size. • Adhere to the legal requirements of all the countries in which it operates.