The Board is the supreme governing body of the GF. Together with its standing committees, the Board exercises the following six core functions on behalf of the organisation1:
- Strategy Development
- Governance Oversight
- Commitment of Financial Resources
- Assessment of Organisational Performance
- Risk Management
- Partnership Engagement, Resource Mobilisation and Advocacy
The GF holds two Board meetings annually2, as do the Board Committees (two months prior to each Board Meeting). Extraordinary Board Meetings can be held upon direction from the Board leadership. GF stakeholders rely on their representatives on the Board to set the organisation’s strategic direction, track its impact and advocate on its behalf. It is a multi-stakeholder Board, with active civil society and private sector involvement, making it a true public-private partnership.
The Board is composed of: twenty (20) voting members and eight (8) non-voting members. Each Board seat is referred to as a “constituency”, since most BMs represent a group of communities, networks, governments or institutions. Even BMs who represent a single agency or government must represent and communicate to multiple interested parties within their respective institutions. BMs represent their constituencies; they do not participate in deliberations in a personal capacity. All voting constituencies participate equally, with each seat corresponding to one vote. To ensure that implementers’ and donors’ views are addressed equally, the Board is split into two blocs of ten seats each. Although they have no voting rights, non-voting BMs contribute actively to the deliberations of the Board.
Each constituency is represented on the Board by a BM and ABM. A CFP is also designated by each constituency to ensure effective information flows and communication between the BM, the ABM, and within the constituency at large. Board membership is voluntary – members do not receive remuneration for their time. Travel and per diem costs are covered by the Secretariat. BM and ABM positions can demand at least 25% of an individual’s working time during the busiest periods.
GF BMs are recognised leaders in their fields, selected by the respective constituencies based on their expertise, authority and capacity to solicit and represent the views of the stakeholders they represent. BMs are expected to make informed, deliberate, and careful decisions, and act in the best interests of the GF. ABMs have the same rights and responsibilities as BMs and can replace the BM during Board discussions and deliberations.
The Board has access to a number of structures to enable efficient operations: structures responsible for the day-to-day implementation and assurance over control of programmes are, respectively, the Secretariat and the Office of the General Inspector. They report to the Board, with the support of its committees. In particular, the Strategy, Investment and Impact Committee (SIIC) provides support to the performance of GF-supported programmes. Corporate management and the operations of the Secretariat are overseen by the Finance and Operational Performance Committee (FOPC); and the Audit and Ethics Committee (AEC) supports the Board in overseeing the work of the Office of the Inspector General. The Board is also supported by advisory groups, the Coordinating Group, and operational, assurance and in-country structures. The Board and its committees shape strategies and policies; the Secretariat operationalises and implements them.3
1The Global Fund’s by-laws describe the particular functions and operations of the Board in greater detail, including its commitment to operate by consensus and in a spirit of partnership: http://www.theglobalfund.org/documents/core/bylaws/Core_GlobalFund_Bylaws_en/
2 One meeting is hosted in Geneva, and the other in one of the Implementer countries.
3 For more information on the Governing Structure that make up the GF business model, refer to the Global Fund Governance Handbook, Section 2 (“Core Structures”).