UNU-INWEH, as an integral part of United Nations University, is governed by the UNU Council. The Rector also appoints the International Advisory Committee (IAC), in consultation with the Chair of UNU Council, to provide advice and guidance to the UNU-INWEH Director.
The UNU Council
The UNU Council serves as the governing board of the United Nations University. It is composed of 13 appointed members, who serve six-year terms (in an individual capacity, not as representatives of their countries), three ex officio members (the UN Secretary-General, the UNESCO Director-General and the UNITAR Executive Director) and the UNU Rector. The UNU Council is responsible for devising the principles and policies that govern the University’s operations, and for considering and approving the UNU budget and work programme. The UNU Council holds a regular session at least once a year, and reports annually to the UN General Assembly, the UN Economic and Social Council and the Executive Board of UNESCO.
The International Advisory Committee (IAC)
The IAC, consisting up to six members serving in their individual capacity and including the UNU Rector and the UNU-INWEH as ex-officio members, undertakes the following:
• Provides advice and guidance to the Director on all aspects of UNU-INWEH’s programme and its institutional development;
• Adopts the Strategic Plan, programme of work and budget of UNU-INWEH on the basis of proposals submitted to it by the Director for submission to the Council;
• Considers reports from the Director on the activities of UNU-INWEH and submit to the Council, through the Rector, an annual report on UNU-INWEH;
• Makes such recommendations to the Council as it may deem necessary or desirable to ensure the effective functioning and continuity of UNU-INWEH;
• Considers methods of financing UNU-INWEH with a view of ensuring the continuity and effectiveness of its activities;
• Promotes the interests of UNU-INWEH, including the identification of strategic opportunities and assistance with fund raising, where appropriate;
• Establishs such subsidiary bodies, as it deems necessary.
The UNU-INWEH Director convenes the IAC meeting once a year.
UNU-INWEH maintains a commitment to rigorous application of results-based management (RBM) as a key approach to demonstrating the impact of its activities. This approach incorporates monitoring of quantitative and qualitative measures, while noting that the outcomes and impacts of knowledge- and policy-related activities can be diffuse and take place over a long time frame. More details available in “Results Based Management – UNU-INWEH’s Working Manual, 2nd edition, 2014″, below:
2015-2019 Strategic Plan
The UNU-INWEH Strategic Plan (2015-2019) – “Envisioning a World Free of Water Problems” – summarizes the institutional strategy for addressing key global water challenges and for positioning the institute as a leader on these issues. The new strategy builds upon the Institute’s legacy, with a revitalized commitment to its vision and mission. The new approach focuses on knowledge exchange through first-class research and strategic partnerships with universities and the private sector as key components. It envisions that delivery on the knowledge-policy-application continuum will take place through new large-scale, multi-faceted, multi-country projects, and through significant consolidation and strengthening of existing projects.
The new strategy and the resulting institutional growth at UNU-INWEH will be supported through an enhanced partnership with McMaster University, as one of Canada’s leading research institutions. The existing strong linkages will be catalyzed and consolidated. These include: joint research initiatives; Water Without Borders (WWB), a joint transdisciplinary international academic programme for graduate students; a wide range of joint public events; cross appointment of adjunct faculty members; and, collaborations with key institutions at McMaster University including inter alia McMaster Institute of Environment & Health (MIEH), Centre for Engineering and Public Policy (CEPP), and McMaster Centre for Climate Change (MCCC).
The successful implementation of this business model would result in nearly doubling the institute’s capacity for research, evidence-informed policy guidance, and implementation over the next five years. The growth will result from enhancements to the Institute’s social capital (based on the quality of its research), financial capital (utilizing international funding partnerships, while maintaining a strong core), and human capital (building a strong research team that involves strategically selected partner institutions and individual world-renowned researchers).