governance structure - share-net international...governance structure | june 2018 9 1.1.1 country...

www.share-netinternational.org

GOVERNANCE

STRUCTURE JUNE 2018

SHARE-NET INTERNATIONAL

Governance Structure | June 2018 2

TABLE OF CONTENTS

PREAMBLE ............................................................................................................................................................................ 3

DEFINITIONS ......................................................................................................................................................................... 4

ANTICIPATED DEVELOPMENT DIRECTION OF SNI ................................................................................................................ 5

SHARED VALUES AND GUIDING PRINCIPLES FOR SUCCESSFUL MANAGEMENT OF SHARE-NET INTERNATIONAL ............. 6

1 PROPOSED STRUCTURE OF SHARE-NET INTERNATIONAL........................................................................................... 8

1.1.1 COUNTRY LEVEL ...................................................................................................................................................... 9

1.1.2 INTERNATIONAL LEVEL .........................................................................................................................................10

2 MANAGEMENT FOCUS OF PARTICIPATING NETWORK MEMBERS ...........................................................................10

2.1 COUNTRY LEVEL ....................................................................................................................................................11

2.1.1 National Steering Committee ...........................................................................................................................11

2.1.2 National Secretariat ..........................................................................................................................................12

2.1.3 Host organisation .............................................................................................................................................13

2.2 INTERNATIONAL LEVEL .........................................................................................................................................13

2.2.1 Board of Share-Net International .....................................................................................................................13

2.2.2 Share-Net International secretariat..................................................................................................................14

2.2.3 Host organization of the SNI Secretaria ...........................................................................................................15



PREAMBLE

Share-Net International (SNI) is a global knowledge platform on SRHR that is organised in hubs (country or

regional), each of which constitute one or more communities of practice (CoPs). The communities of practice

engage in knowledge management and in linking practitioners, researchers and policy makers. They generate,

translate and share knowledge via their extensive networks of local, regional and international level actors. SNI

intends to influence policies and practices and advocates for greater impact of programmes targeting SRHR

issues.

Encouraged by the positive results from an external programme review conducted in early 2017, SNI is in the

process of further positioning and profiling itself. It is scaling up its operations to other countries, beyond the

four countries where it is currently operating, i.e. Bangladesh, Burundi, Jordan and the Netherlands.

SNI’s former institutional set up (before 2018) did not provide sufficient guarantees to take up this new business

challenge, triggering new thinking as to how to govern, organise and manage the network in the years to come.

Following the recommendations from SNI’s Business Meeting that took place in February 2017, a series of

internal consultations have therefore resulted in a revision of the institutional framework and associated

management arrangements, the results of which are presented in this document. A draft was discussed during

the March 2018 Business meeting, and the current version takes into account several suggestions from that

discussion.

Given the importance of the use of a more common business language, the document starts in chapter 2 by

providing some definitions of the main concepts being used within the network. Having considered SNI’s future

development direction and new emerging management challenges in chapter 3 and 4, the document goes on by

proposing a revised institutional framework and defining the mandates and management responsibilities for

each of the collaborating partners making up SNI in chapter 5 and 6. In chapter 7, the document concludes by

suggesting some further steps for action to be considered by the Board.

To date, the coordinating secretariat of Share-Net International in Amsterdam and the country-level secretariats

are not autonomous as legal entities. They are hosted by existing organisations that are governed in different

manners in line with their respective mandates and institutional set-ups. SNI operates as a network of

autonomous organisations and individuals; it is not a legal entity itself. This does not preclude that SNI and/or its

national secretariats in certain countries seek legal registration at some point in the future, as this may

strengthen their institutional base. In the further steps for action to be considered by the board, flexibility is

proposed with regard to the legal positions of the secretariats in the future.

Amsterdam,

June 2018



DEFINITIONS

Below are some definitions for entities and terms that are often used within the SNI network, for easy

reference.

Entities Definition

Share-Net International

The international knowledge platform for Sexual & Reproductive Health & Rights, comprising country specific hubs involved in SRHR.

Knowledge platform A group of actors with shared values and similar interests around knowledge creation, information management and dissemination of good practices and individual and/or collective capacity building.

Country hub A national unit of Share-Net International comprising of a (national) secretariat, a steering committee and the Share-Net members in that country. Each hub consists of one or more communities of practice.

Community of practice (CoP)

A group of individuals with shared interests that come together - in person or virtually – to tell stories, share and discuss problems and opportunities, discuss best practices, and review lessons learned. Communities of practice emphasise the social nature of learning within or across organisations.

National Steering Committee

The policy and oversight body providing strategic direction and programmatic oversight to Share-Net activities in a specific country.

Secretariat

A small group of professionals that is responsible for facilitating proper network management, coordination and membership support, as well as administrative support to the national steering committee

Host organization The legally recognized organization that hosts and provides administrative and logistical support to the national secretariat and the steering committee to perform their functions, based on an agreed Memorandum of Understanding (MoU) or contract.

International Board

The policy and oversight body that provides strategic direction and programmatic oversight to SNI in its capacity as a platform of the various country networks

Annual business meeting of Share-Net International

The one-day meeting (usually held early in the year) at which the International Board solicits feedback from members on its annual report and their input for the year to come. It also serves as meeting place for members from the different hubs.

Annual general meeting (AGM) of country hub

Annual meeting that brings together all Share-Net members; organised by the national secretariat and presided by the steering committee.



ANTICIPATED DEVELOPMENT DIRECTION OF SNI

Started in 2001 as a collaborative effort between various Netherlands based interest groups, professional

bodies, NGO’s, academic institutions and individual experts concerned with Sexual and Reproductive Health

and Rights, including HIV and Aids, Share-Net has since 2013, become the international knowledge platform

for Sexual & Reproductive Health & Rights, better known as Share-Net International (SNI).

In accordance with its agreed mandate, SNI aims at strengthening linkages between research, policy and

practice in the area of SRHR, through sharing, generating, translating and promoting the use of knowledge

by:

● Knowledge generation: addressing priority knowledge gaps through research and further analysis and synthesis of existing data;

● Knowledge sharing: dissemination through a wide range of channels and tools of both new and existing knowledge, as available research findings are often not known by those who could/should use them;

● Knowledge translation: ensuring evidence is presented in formats appropriate for the intended audience so that they can be accessed, understood and used by advocates, policymakers, programme managers, practitioners, the private sector, users, the media and researchers;

● Promotion of knowledge use: promotion of the use of knowledge products and formats by policymakers and practitioners for improving policy and practice;

● Network development and matchmaking: at national (CoPs) and international level (partners).

Benefiting from the support of the Netherlands Ministry of Foreign Affairs and KIT Royal Tropical Institute

that has been hosting SNI since September 2013, the network has meanwhile been extended to Bangladesh,

Burundi and Jordan, which it is reported to have done successfully according to last year’s external

programme evaluation of its financing agreement with the said Ministry.

These achievements notwithstanding, the Netherlands Ministry of Foreign Affairs, being SNI’s main funding

partner at the moment, has urged SNI to diversify its funding base and strive for increased sustainability,

while seeking synergy and complementarity with similar global network initiatives.

SNI has drawn up a 5-year strategic plan, setting out its vision, mission, core values, (strategic and

operational) objectives, and defining the most appropriate business model.



SHARED VALUES AND GUIDING PRINCIPLES FOR

SUCCESSFUL MANAGEMENT OF SNI

Share-Net International has articulated its vision and mission, to which all members subscribe (see document

in Appendix 1). Furthermore, it has identified a set of shared values. These are not negotiable, or in other

words: all members of SNI are expected to endorse and, where possible, actively promote these shared

values1.

Strategic directions, objectives and targets may vary between countries.

For SNI to be able to deliver on its mandate, operate as a knowledge platform and serve as a network of

various communities of practice, the following key concepts are considered relevant. The first few have been

defined by Wilson-Grau and Nuñez (2007) in their paper ‘Evaluating international social change networks’.

Democracy - In addition to being a recognized value, democratic management is a necessity in a

network. Success depends on equity in the relations and exercise of power within the network. A

network in which autonomous members actively participate in decision making is the best guarantee

that decisions will eventually be supported and implemented.

Diversity – A unique strength of a network resides in the variety of its membership because of their

distinct social, economic, political and cultural contexts. Network members share common values

and a collective purpose but beyond that they may have different conceptions and strategies to

achieve change. The challenge is to enable each one of these heterogeneous actors to make a

creative and constructive contribution.

Dynamism - The network promotes and is nourished by the enthusiasm and energy characteristic of

voluntary membership. It maintains dynamism to the extent the network is able to balance the

contributions of members with joint, sustained collaboration. For this, the leadership must stimulate

and strengthen democratic internal processes, the active participation of all members and effective

work in alliances. A network must enhance interaction between its members. It facilitates rather than

directs innovative proposals for action.

Performance – The relationships between organizations and individuals engaged in purposeful

action characterises a network. The quality of the interaction is a result of the quality of how the

network operates.

1 Core Values: Transparency, Diversity, Collaborative, Participatory, Integrity, Safety and Using rights-based

approach.



The following guiding principles also apply to SNI:

Identity – The network has a specific uniqueness. This added value can be specified and visualised to

external people and organizations and be used for profiling. The leaders reflect the identity of the

network in their personality and position (Bijlmakers & Dusseljee, unpublished).

Network organisation – The affiliation of autonomous individuals and/or groups that come together

for a particular common purpose or political goal. They share a number of non-negotiable principles,

which befit the ultimate goal for which the network is set up.

Sustainability – The capacity of the network to continue to exist and keep members motivated and

engaged to make a contribution.



PROPOSED STRUCTURE OF SHARE-NET INTERNATIONAL

Taking into consideration the history of SNI and the guiding principles outlined in the previous chapter, it is

proposed to structure SNI around two complementary management levels: the country level and the

international level. The structure is visualised as follows.

The structure of Share-Net International consist of the country hubs (shaded ‘hubs; represent those yet

to be established). It shows the communication and collaboration lines between the hubs, the

international Board and International Secretariat (indicated by the arrows)



1.1.1 COUNTRY LEVEL

The way Share-Net organises itself at the country level may vary and structures may be named differently,

depending on local habits. In principle, though, each country will have four distinct entities.

⇒ The country hub, which comprises one or more communities of practice, involving researchers, practitioners, policy makers, advocates/lobbyists, representatives from NGOs and the private sector, and key national/regional/international partners involved in SRHR, who are interested, willing and committed – on a voluntary basis – to exchange and at times generate information and/or implement joint activities, in such a way that their individual (or organizational) autonomy remains intact.

⇒ The national Steering Committee, comprising a small group of elected members, which provides policy oversight, overall (technical) leadership and direction to the country hub.

⇒ The national Secretariat, responsible for facilitating proper network management, coordination and membership support, as well as administrative support to the national Steering Committee.

⇒ A host organization for the national Secretariat that provides technical and administrative back-up support services, based on, and legally guided by a signed Memorandum of Understanding (MoU) or contract.

The current set-up at country level (as of March 2018) is as follows:

Country hubs Membership composition Host organization of the

National Secretariat

Bangladesh 60 organizations

674 individual members

Red Orange

Burundi 32 organizations


Population Media Centre

Jordan 15 organizations


Higher Population Council

The Netherlands 41 organizations


Royal Tropical Institute



1.1.2 INTERNATIONAL LEVEL

At international level, there are three distinct entities:

⇒ The SNI International Board, whose main task is to decide on the strategic direction, provide general oversight to the entire network and see to it that the shared ambitions are met;

⇒ The SNI Secretariat, responsible for providing management support services to the International Board, and the coordination of international knowledge platform activities and external relations;

⇒ The host organization of the SNI Secretariat that provides technical and administrative support services for the SNI Secretariat, guided by an MoU or contract.

MANAGEMENT FOCUS OF PARTICIPATING NETWORK

MEMBERS

To ensure effective and (cost) efficient operations of the various entities making up SNI, a common

understanding of each and everybody’s mandate, role and functions is a basic requirement for optimal

collaboration and coordination.

At the same time, Share-Net International provides space – in principle – for each of the country networks

to tailor their policies, programmes and institutional/organizational structure to their own ambitions and

existing capacities. Flexibility and (country) specificity are considered key for the successful operation of the

platform. Meanwhile, adherence of all country hubs and members to Share-Net’s vision, mission and shared

values remains important.

The main management focus for each of the collaborating national and international entities under the

proposed institutional arrangement is summarised below. Country hubs are free to deviate and organise

themselves in a different manner. It is recommended they justify their choices and specify as much as

possible the roles and responsibilities of each structure. Country hubs may be challenged by the Share-Net

International Board and other country hubs to consider alternative institutional arrangements.



1.1 COUNTRY LEVEL

1.1.1 NATIONAL STEERING COMMITTEE

1 Mandate ⇒ To provide strategic direction and general oversight to the country hub and the national Secretariat

2 Main Role &

Functions

⇒ Support and guide the national secretariat in formulating a country strategy in line with SNI’s overall vision and ambitions

⇒ Representation of the Country Hubs ⇒ Coordination at national level with/between members ⇒ Overall supervision and quality assurance of the work of the

national secretariat ⇒ Approval of annual work plans and budgets ⇒ Approval of annual technical and (audited) financial and

monitoring reports ⇒ Support fundraising

3 Composition ⇒ Five to seven senior professionals (numbers are indicative), with proven knowledge and experience in managing professional networks representing a cross-section of the country hub membership

4 Appointment

procedures and terms

of office

⇒ Members may propose themselves or others as candidates for election at the Annual General Meeting

⇒ Their terms of office will be two years (indicative), renewable once (with an alternating schedule)

⇒ Steering committee members shall elect a chairperson among themselves

5 Accountability ⇒ Towards the country network members. ⇒ Towards funding agencies, in case of funded activities specific

for the country hub.



1.1.2 NATIONAL SECRETARIAT

1 Mandate ⇒ To actively facilitate the preparation, implementation and monitoring of country hub initiatives and to provide administrative support to the national Steering Committee.

2 Main Role &

Functions

⇒ Elaborate annual work plans and budgets, for approval by the national Steering Committee and the SNI Board; monitor implementation of these plans and budgets; and report on performance to the national Steering Committee.

⇒ Promote knowledge management and matchmaking, including setting research agenda, developing and managing a national online platform for communication and sharing, linked to the Share-Net International digital platform and the development and maintenance of local/regional data base members, stakeholders, networks

⇒ Translate knowledge for influencing policy and practice, planning, advocacy & lobbying purposes

⇒ Communication and marketing, including the production of newsletters and other knowledge dissemination tools and products for improving policy and practice

⇒ Facilitate coordination and knowledge exchange among national Share-Net (CoP) members and across country hubs and networks

⇒ Provide secretarial support to the national Steering Committee ⇒ M&E processes ⇒ Fund raising

3 Composition ⇒ A core team, comprising one coordinator, one or more technical officers, and administrative support staff, subject to workload and availability of funding

4 Appointment

procedures and

terms of office

⇒ Appointed and employed as per host organization’s rules and regulations

5 Accountability ⇒ Towards the national Steering Committee and the members (assembled at the AGM)

⇒ Towards the national host organization; ⇒ Towards external funding agencies, through the host organisation

that signed the funding agreement.



1.1.3 HOST ORGANISATION

1 Mandate ⇒ To provide facilities and services that enable the Secretariat to fulfil its mandate and play its designated role and functions based on an agreed MoU or contract.

2 Main Role &

Functions

⇒ Provision of office space for the Secretariat, meeting rooms, equipment and IT support

⇒ Recruitment and hiring of Secretariat staff ⇒ Project management, financial administration ⇒ Send annual technical and (audited) financial and monitoring

reports as part of contract to SNI or other contractors ⇒ Contracting and/or MoU ⇒ Support the Secretariat in public relations and fundraising activities.

1.2 INTERNATIONAL LEVEL

1.2.1 BOARD OF SHARE-NET INTERNATIONAL

1 Mandate ⇒ To provide strategic direction to and general oversight of the international network, except financial accountability

⇒ To oversee the internal organisation of the network ⇒ To strengthen external relations and international partnerships for

maximum impact and sustainability of the network ⇒ To safeguard adherence to SNI shared values and guiding principles ⇒ To safeguard quality standards of SNI and country hubs, based on

agreed objectives and targets.

2 Main Role &

Functions

⇒ SNI strategy development ⇒ Approve strategic / operational plans, budgets and progress reports

of the SNI Secretariat ⇒ Provide feedback to national secretariats and steering committees

on their annual operational plans, budgets and reports ⇒ Overall supervision and quality assurance of the work of the SNI

Secretariat ⇒ Initiate periodic internal or external reviews/ evaluations of the

network ⇒ Support fundraising

3 Composition ⇒ In total seven (five to nine) internationally recognised professionals with a proven track record in SRHR research, policy and practice and professional network management representing researchers, policy makers, practitioners and private sector; including one representative each from the national secretariats; a representative



from the agency that provides core funding; and one representative from the host organization of the SNI Secretariat.

4 Appointment

procedures and

terms of office

⇒ On recommendation by the respective national steering committees, preferably with endorsement by national members (at the AGM)

⇒ Members may propose themselves or others as candidates for election at the Annual Business Meeting

⇒ Their terms of office will be two years, renewable once (with an alternating schedule)

5 Accountability ⇒ Towards members and country Steering Committees (at the ABM), international business partners and sponsors (funding agencies).

1.2.2 SHARE-NET INTERNATIONAL SECRETARIAT

1 Mandate ⇒ To ensure proper functioning and gradual expansion of the knowledge platform by providing high quality technical and management support to the national secretariats, their host organizations and the SNI Board.

2 Main Role &

Functions

⇒ Managing SNI strategic planning, budgeting, implementation and (technical and financial) reporting cycle along with the respective national secretariats and their host organizations; this includes support for contract management

⇒ Obtaining inputs for the knowledge management services from key international partners, stakeholders and networks, and sharing these with members through appropriate channels (e.g. newsletters, CoPs etc)

⇒ Managing the online M&E platform and membership platform ⇒ Providing technical, capacity development and managerial support

services to country hubs, as much as possible on demand ⇒ Facilitating cooperation and exchange between country networks ⇒ Promoting partnership development and the establishment of new

country hubs, where appropriate ⇒ Organising international meetings, on behalf of the SNI Board ⇒ Identifying sustainable funding opportunities and developing

proposals for funding ⇒ Proactively supporting the functioning of the Board, including

facilitation of meetings, minutes and report writing ⇒ Public relations and marketing with a view to further profile and

position SNI internationally

3 Composition ⇒ A core group, comprising one coordinator, technical and administrative support staff, need-based and subject to availability of funding

4 Appointment

procedures and

terms of office

⇒ As per host organization’s rules and regulations



5 Accountability

and management

relations

⇒ Host organization and Board of SNI

1.2.3 HOST ORGANIZATION OF THE SNI SECRETARIAT

1 Mandate ⇒ To provide facilities that enable the SNI Secretariat to fulfil its mandate and play its designated role and functions based on an agreed MoU or contract

2 Main Role &

Functions

⇒ Provision of office space for the SNI Secretariat, meeting rooms, equipment and IT support

⇒ Recruitment and hiring of SNI Secretariat staff ⇒ Project and staff management ⇒ Financial management and administration ⇒ Contracting

3 Accountability

and

management

relations

⇒ Financial accountability to all donors that are contracted through the host organisation.



Appendix 1: Five-years strategic plan Share-Net International 2018-2022.

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