FINAL InterAction Board Book - Sept. 2012 - w. Pg Numbers

7/31/2019 FINAL InterAction Board Book - Sept. 2012 - w. Pg Numbers

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System Administrator

9/ 14/ 2009

In terAct ion

e-Bo ard Boo k

Sept em ber 11, 2012





TABLE OF CON TENTS

Tab 1 Agenda & M inut es

Agenda

Roll Call

Apr i l 29, 2012 M inut es

Tab 2 InterAct io n Team Repor t

Team Report

M em be r M et r ics by t h e Data Task For ce

Revenu e and Fun dr aising

Tab 3 Finance and Aud i t Com m it tee Repor t s

Tab 4 M em bership & St andards Com m itt ee Report

Tab 5 Board M att er

Board Contact List

Board M em ber Term List

Com m i t t ee Assignm ent s

2012-2013 M eet in g Dat es

Tab 6 Bylaw sSt rat egies and Ob jectives







This page w as del ib erat ely lef t b lank



Board of Directo rs M eetin gSeptember 11, 2012

at In terAct ion

Agenda1:00 - 1:15p m Call t o Order (Tab 1)

1. Ro l l cal l

2 . Review o f Agenda

3. Considera t ion fo r Approval of M inu tes

a. Apr i l 29, 2012 Board M eeting, ACTION ITEM

4. Com m ents from t he Chair - Kathy Spahn

1:15 - 2:20p m In t erAct io n Team Rep or t (Tab 2)1. InterAction Team Report – Sam W ort h ington and team

a . U p d at e s:

i. CEO Aid Effe ctiven ess and Refo rm Task Force

i i . Data Task Force

i i i . InterActio n Business Counci l

i v . Ind i rect cost p ro ject

v . Pr ivate Deve lopm ent Coopera t ion2. D iscussion

2:20 – 3:00p m Com m it tee Rep ort s1. Finance Com m itt ee Report – Jonat han Quick and Peter Engebretson (Tab 3)

2. M em bership & St andard s Com m itt ee Repor t – W il l iam Reese and Barbara W allace (Tab 4)

a . Considera t ion o f new m embers

3:00 – 3:15p m Break

3:15 – 4:30p m Board Con versat io n

4:30 - 5:00p m Execut ive Sessio n T o b e g i n w i t h Sa m W o r t h i n g t o n

5:00p m Adjou r n

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Last revised August 24, 2012

Sept em ber 11, 2012: Board Roll Call

M em ber RSVP Pr esent Ph on e Regr et s

Nancy Aossey, In ternat ional M edical Corps X

David Beckm ann, Bread f or t he W or ld X

Nan Dale, Act ion Against Hunger US X

Pape Gaye, In t raHealth Intern at ional , Inc.

Anne Goddard, Chi ldFund Intern at ional X

Cindy Hallberl in, Good360 X

George Ham i l t on, Inst itu te fo r Sustain able Com m un it ies X

Susan Hayes, ReSurge Internat ional X

Sarah Hole w inski, Center fo r Civil ians in Conf l ict X

Sarah Kambou, ICRW X

Neal Keny-Guyer, M ercy Corp s XRuth M essinger, Am eri can Jew ish W or ld Servi ce X

Caro lyn M iles, Save th e Child ren X

John Nunes, Luther an W orld Services X

Jonathan Quick, M anagem ent Sciences for Health X

Robert Radtke, Episcopal Relief and Develo pm ent X

Farshad Rastegar, Rel ief Internat ion al X

Jonathan Reckford, Habitat fo r Hum ani ty X

William S. Reese, In ternat ional Youth Foundat ion X

Cart er Robert s, W orld W ildl ife Fun d X

Tessie San M art in, Plan Internat ional USA X

Ron Scon yer s, Physicians for PeaceXAlison Smith, InsideNGO X

Kathy Spahn , Helen Kel ler Internat ional X

Tsehaye Tefer ra, Ethiop ian Com m un ity Develo pm ent Cou ncil

Adam Weinberg, W orl d Learning X

David W eiss, CHF Internat io nal X

Sam W or th i ng ton, Ex-off icio, InterAct ion X

InterAct io n Staff :

Joel Charny,

Lindsay Coates,

Peter Engebretson,W ill M er ro w ,

Suzanne Kindervatter,M ark Lotw is,

Sue Plem ing,

Barbara Wallace,

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Apri l 29, 2012

2:00 – 6:00 pm

Crystal Gatew ay M arrio t t

1700 Jeff erson Da vis Hw y.

Arl ington , VA 22202

M INUTES

INTERACTION BOARD OF D IRECTORS M EETING DRAFT

Board M em bers in att endance:

David Beckm ann, Bread for t he W orldNan Dale, Act io n Against Hunger USPape Gaye, Intr aHealth Intern ation alAnne Goddard, Chi ldFund InternationalSusan Hayes, ReSur ge Inte rnat ion alSarah Holew inski, CIVICRuth M essinger, Am erican Jew ish W orld ServiceCarol Peasley, CEDPAJon ath an Qu ick, M anagem ent Sciences for Healt hFarshad Rastegar, Relief InternationalW i l l iam S. Reese, Int ernat ional Yout h Fou ndat ionTessie San M artin , Plan In te rnat ion al USARon Scon yers, Physicians fo r PeaceAlison Smith, InsideNGOKathy Spahn , Helen Kel ler Int ernat ionalSam W ort hingt on, Ex-off ic io, Inter Act ion

Board M em bers part icipat ing by pho ne:Nancy Ao ssey, Intern ation al M edical Corp sNeal Keny-Guy er, M ercy Cor ps

Board M em bers sendi ng regret s:

Cindy Hal lber l in, Good 360George Ham i l ton , Inst i t ut e fo r Sustainable Comm uni t iesM elanie M acdonald, W or ld Neighbo rsJoh n Nu nes, Lut her an W orld ReliefRober t Radt ke, Episcopal Rel ief and Developm entJonat han Reckfor d, Habi tat for Hu m ani ty Inte rnat ional

Carter Robe rts, W or ld W i ldl i fe FundTsehaye Teferra, Ethiop ian Com m uni t y Develop m ent Coun ci lAdam W einber g, W or ld Learning

InterAct io n Staff :

Joel Charn y, Vice Presiden t, Hum anit arian Policy & PracticeLindsay Coat es, Execut ive Vice Preside ntPeter Engebretson, Vice President, Finance & Adm inistrat ionSuzann e Kinderv att er, Vice Presiden t, Str ate gic Im pactM ark Lotw is, Senio r Direct or o f Public PolicyW il l iam M errow , Special Assistant t o th e Presiden tSue Pleming, Senior Director of Public Relations

Sabr ina Sojourne r, Executive Off ice Coordin atorBarbar a Wallace, Vice President , M em ber ship & Stand ard s

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Apri l 29, 2012 Board M inutes, page 2

Support ing Document s:

Int erAct ion Board Boo k Apr il 29, 2012, Int erActi on Business Coun cil Pow erPoint

Agend a i t em : Call t o or der (Tab 1) Present er : Kat hy Spah n

1. Rol l Cal l

2. Chair ’s Opening Rem arks

3. Considerat ion for Appr oval of Board M eet ing M inut es

Overview / Discussion:

M s. Kat hy Spahn , the Board Chair , cal led th e m eetin g to o rder and r eque sted a rol l cal l . A quor umconfi rm ed, th e m eetin g contin ued.

Chair’s Opening RemarksThe Chair began by not in g the exci t ing and ful l agenda of the up com ing 2012 InterAction Forum . I t wasm ot ion ed and seconded t hat t he m inutes f rom the February 28, 2012 Board M eet ing be approved andthey w ere approved unanim ous ly. APPROVED

The Chair be gan her r em arks by not ing th at Int erAct ion has greater access to pol icym akers than everbefo re, and highl ighted th e new Choo se to Inve st in Developm ent and Hum ani tar ian Relief boo klet as apart icular ly effect ive advocacy too l . Sim ul tan eou sly, how ever, th e NGO comm un i ty is being sque ezedout of t he f oreign assist ance system , wi t h pr ivate cont ractor s increasingly receiving a larger share ofUSAID fund s. In addi t ion, Int erAct ion ’s access to p ol icy m akers did no t necessar i ly translate int o anabi l i ty t o m ove i t s agenda fo rw ard. She m ade no te o f th e Global Heal th Counci l ’s recent dem ise as a signof t he chal lenging t im es.

She n ot ed t hat she hop ed b oard m em bers w ere able t o com plete t he CEO Engagemen t Survey, andencour aged any bo ard m em bers wi t h suggestio ns for f ut ure b oard m eetin gs to em ai l her. The Chair alsonot ed th at she w as surpr ised to learn, dur in g the recent board n om inat ion s pro cess and effo r t t o have adiverse board, ho w very few w om en CEOs th ere w ere run ning m edium -sized o rganizat ion s not locatedon t he east coast.

The Chair the n tur ned t he f loor ove r to Inter Action pre sident and CEO Sam W ort hingt on fo r theInterAction Team Report.

Conclu sions/ Actio ns Taken/ Follo w -up agreed to :

The 2.28.12 Board m eet ing minu tes were accepted int o th e record. APPROVED

A ge n d a i t e m : I n t erA ct io n Te am Re p o r t (Ta b 2 ) Pre se n t e rs: Sa m W o r t h in gt o n

Lindsay Coates

Luisa Córd oba

1. InterAct io n Team Report Overview – Sam W ort hington

a. 2012 Strategies and Object ives ACTION ITEM – Lindsay Coat es2. Discussion of Int erAct ion Business Coun cil – Luisa Córd oba and Sam W or th ingt on


M r . W or th in gton s tar ted by w elcom ing the Board to the Forum and observ ing that t here w ere now over300 or ganizat io ns and 700 individ uals regist ered. He began w ith a discussion o f th e new ly- launched CEOTaskforce o n Aid Reform and Effect iveness, explaining that his fram e for th e taskforce w as not to

ident i fy w hat is w rong w i th th e re lat ionship w i t h the U.S. governm ent , but rather to iden t i fy how the USNGO comm uni t y and U.S. governm ent could achieve bet te r resul ts by w orking t ogeth er. Our goal is a

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dialogue sim i lar to th at in th e run -up t o th e Busan High Level Foru m o n Aid Effect iven ess, whe re th ereare frequ ent consul t at ion s bet w een th e U.S. governm ent and t he NGO com m uni t y. I f successful th edialogue w i l l focus on h ow USAID can bet te r leverage the resour ces, expert ise, relat ion ships and

capacity of th e US NGO sector as i t focu ses on lo cal capaci ty and cou nt ry ow nership.

The CEO th en discussed the p rogress m ade on part ner vet t in g, explaining th at t here w i l l be ananno uncem ent of a pi lot p rogram in Afghanistan t hat m ight rep resent an acceptable com prom ise wi t hInter Action’s posi t ion . He explained th at at this poin t in t ime Int erAction had pu l led back from a legalopt ion. He also no ted t hat he h ad met w i t h US inte l l igence of f i cia ls regarding the ‘dual use’ ofint ernat ional NGOs in Pakistan . Int erAction ’s posi t ion and concerns w as clear ly present ed and he ard.

On the subject of pro curem ent refo rm , the CEO subm i t ted that InterAct ion should o ccupy t he m iddlegroun d in the de bate, and discuss th e issue throu gh a develop m ent ef fect iveness fram e. One boardm em ber asked i f the pr ivate con tract ors’ oppo sit ion to t he issue helped In ter Action, and t he CEO repl ied

th at t hey did give InterActio n som e pol i t ical space for a dialogue, alth ough t heir Hi l l strat egy create d achal lenge because i t po l i t ic ized t he issue.

Inter Action’s Executive Vice Presiden t Lindsay Coate s th en ou t l ined th e new ly form ed Director s Team ,com pr ised of al l InterAct ion staff at th e Director level or abo ve. She explained t hat t he Executive Team isth e senior decision-m aking body but th at th e Directo rs Team w ou ld be a space for strat egic th inking andcross-organizat ional communicat ion to help InterAction be m ore effect ive. Another charge of theDirectors Team , she explained, w as develop ing InterAct ion’s “ oper at ion al plan,” w hich cont ainsobje ct ives, ini t iat ives, and ou tcom es to plan Int erAction ’s operat ions and t o assess pro gress. M s. Coat espresented a docum ent cont ain ing st rategies and object ives that t he board h ad approved in 2011,explaining that the Directors Team had worked to review and t ighten the object ives.

On t he subject of succession p lanning, th e Chair advo cated fo r s im pl ic i ty given InterAct ion’s relat ivelysm al l size. M s. Coat es explained t hat th e int ent w as only t o t hink ab out possible “ Plan B’s” in t he even tof senior staff leaving. One board m em ber asked w hat th e exper ience had b een w i th u sing thissuccession p lanning m odel so far , and M s. Coat es repl ied th at Int erAction w as try ing to shape th e m odelto i t s need s.

Inter Action Vice President fo r Hum anitar ian Pol icy and Pract ice Joel Charny explained t hat Int erActionhad recent ly shu t do w n tw o w orking group s after cond uctin g an assessment o f al l w orking group s andf inding that w hi le m ost had a clear rat ionale to cont inue o perat ing, these tw o did not . He not ed that thehum ani tar ian p ol icy and pract ice t eam ’s planning w as by n ecessi ty cent ered on Int erAction ’s one-year

grant s w it h USAID’s Off ice of For eign Disaste r Assistance.

The discussion t hen t urn ed to th e InterActio n Business Coun ci l . The CEO began by not ing that th ecounci l w as created as a resul t o f t he strate gic plannin g process focused on m em bers, and th atInter Action w ould app roach corpor ate part nerships in a m anner t hat is simi lar to part nership w i th t heU.S. govern m ent . The goal of the Counci l was not to secure fund ing for m em bers, but rath er to pr ovide aspace for a pol icy dialogue. He explained t he im por tance of h aving an advisory bo ard joint ly ow ned b yNGO and corp orat e representat ives, rath er th an just NGO leaders, and th at th e counci l was st i l l in i tsbegin nin g stages. Part icipat ion in th e Cou ncil and it s vario us event s is op en t o al l m em be r CEOs.

Inter Action’s M anager of Resource Developm ent Luisa Córd oba th en gave an overview of w here t hecounci l current ly is and w here i t is going, beginnin g by not in g that t he counci l ’s m andat e— to f aci l i tatedialogue bet w een Inter Action m em bers and select corporat ions—f al ls w i thin Int erAction ’s largerm ission. She explained th at on e of th e m ain goals w as to bu i ld tr ust, and t hat m em bership in t he

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Business Coun ci l included t hree group s: InterActio n m em bers ( including al l int erested CEOs),corpo rat io ns, and expert s in th e f ield. In addi t ion t o th is m em bership, the coun ci l also has an AdvisoryBoard w hich w i l l m eet appro xim ately fo ur t im es per year and includes several Inter Act ion m em ber

CEOs, senior leadership fr om UPS and W eber-Shand w ick, and expert s such as corpo rate socialresponsibi l i ty expert Jane Nelson. M em bers of t he Advisory Board have agreed t o t hree ye ar term s.

M s. Córd oba explained t hat t he coun ci l had raised $50,000 of a target $ 150,000 fo r th is year, and that i tw as contin uing to recrui t ne w m em bers. W ith t he suppor t of U PS, the coun ci l had launched i ts f i rstpro ject, a ser ies of UPS-InterActio n CEO Roun dt able m eetin gs, wh ich wo uld b egin on t he second day ofth e 2012 Foru m w ith a high- level plenary panel includin g Daniel Brut to , President of UPS Inter natio nal .There w ould also be a pr ivate dinn er ho sted by UPS dur ing the Forum for a sm al ler grou p of Int erAct ionm em be r CEOs.

One bo ard m em ber asked the CEO to r elay som e of t he conversat ion s w i th cor por at ion s. The CEO not ed

that Int erAct ion m em bers par tner w i th hu ndreds of corporat ions, but th at th ere is no col lect iveconversat ion o n w hat m akes for ef fect ive part nership. M s. Coate s explained th at corpo rat ions havebeen r el ieved to f in d Inte rAction m em bership as a reposi tory o f organizat ions that adher e to stand ards,and are especial ly int erested in organizat ions that m easure t heir im pact. Corp orat ions under stand th econcept and value of NGO brands very wel l . She not ed t hat edu cat ing corporat ions about InterAct ionm em bers and w hat th ey do is very labor in ten sive.

M s. Coat es explained t hat b efor e any corpo rat io n is accepted t o t he bu siness counci l i t m ust go t hro ughInter Action’s vett ing pro cess, w hich examin es questions of et hics ( for exam ple, is th e corp orat ion b eingsued or h as i t s igned ont o UN com pacts) . The CEO explained t hat Chevron h ad appro ached Int erActionear ly on, bu t a decision w as m ade to no t accept a corpo rat io n involved in extract ive ind ustr ies at t his

t im e. M s. Córd ob a explained th at InterAct ion w as w orking w i th a consul t ant w ho had helpe d shape t hevett ing cr i ter ia w hich w as based on t he b est pract ices of m em bers. The CEO no ted th at Int erAct ion haddec ided not t o w ork w i th defen se contractors or tob acco com panies and agreed to share the vet t ingcr iter ia w i th t he board. ACTIONAB LE ITEM

The Chair suggest ed t hat Int erAction staff could send b oard m em bers a list of corpo rat io ns of int erestand m em bers could iden ti fy w here t hey have exist ing relat ion ships, in ord er to h elp w i th o ut reach tothese corporat io ns. ACTIONA BLE ITEM She also suggested t hat t he decision o f w hich InterActio nm em bers are involved w ould ideal ly be a tr ansparent decision, no t in g th at i t is di f f icul t t o secure adiversi ty of organizat ions and ideal ly there cou ld be som e rot at ion .

One b oard m em ber asked abou t t he o veral l str ategy of t he Business Cou nci l . The CEO repl ied t hatInterAct ion at tem pts to reach t he senior corpor ate leadership above t he corporat ion’s found at ion s taf fto star t a dialogue. One b oard m em ber asked how Inter Action in ten ded t o scale up t he Business Coun ci l ,especial ly given th e diversi ty of th e pr ivate sector . The CEO clar i f ied th at t he int ent ion w as not to scaleup, but t o provid e a space for dialogue that is focused on relat io nship bui lding betw een sectors and noton gener at ing resources or designing proj ects. He explained th at t he Cou nci l is star t ing to fo cus, wi t hem phasis on t he issues of foo d secur i t y and nut r i t ion and seven or eight cou nt r ies of int erest to bo thNGOs and corp orat ions. He not ed t hat t he areas of focus were also depend ent o n w hich issues w ere ofinterest to the m em bers and corporat ions involved.

One bo ard m em ber not ed i t w as best no t to t arget individual sector s so as not to im ply that w e wan t t ogive corp orat ions a voice to inf luen ce our po l icy in t hese areas. The CEO not ed t hat t he IBC w i l l not

inf luen ce Int erAction ’s pol icy posi t ions. Anot her bo ard m em ber suggested t hat picking one or t w osecto rs w ould help fo cus th e ini t iat ive t o get c lear guidance on st andard s and app roaches, not ing the

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prevalence of exist ing ini t iat ives (especial ly in th e global heal th f ield) that involve th e pr ivate sector . M s.Coat es explained t hat t he Business Coun ci l w as fou nd ed because w hi le th ere are m any exist in gini t iat ives, there w as no space fo cused on w hat m akes for effe ct ive part nerships betw een NGOs and

corpo rat io ns, this includes having a neut ral space to bui ld t rust and to share assum pt ions. For exam ple,m ost grou ps do no t h ave a clear def ini t ion o f US NGO-corp orat e “ part nership.” She suggested th atissue-focused d ialogues m ay be u sefu l given th at p eople w i l l be m ost com for t able discussing t heir areasof e xpert ise. M s. Coate s note d t hat at t he Secret ary of Stat e’s Global Engagem ent event NGOs andcorpo rat io ns were essent ially talk ing past each oth er. One board m em ber suggested t hat fo cusing onident i fy ing stan dards was an effect ive way to b ui ld tru st wi t h th e mi l i tary du r ing past discussions of c iv i l -mi l i tary relat ions and that a simi lar approach wi th the pr ivate sector might be useful .

Anot her b oard m em ber asked th e CEO to give an over view o f w hat b enefi t s th e Business Cou nci l wou ldpro vide t o Int erAction ’s m em bers. The CEO explained th at t he star t in g point for t he coun ci l w as a surveyof m em bers and corpo rat ions wh ich show ed a des ire by bo th par t ies to bet t er und erstand each ot her ’s

assum pt ions and to bu i ld tru st. He stressed that Int erAction w as being carefu l not t o du pl icate anyexist in g ini t iat ives, and th at th e gener al di rect io n w as t o get the coun ci l off t he groun d by focusing on afew sector s and a few count r ies. The Chair c losed the discussion b y off er ing t hat board m em bers couldsuggest the Business Council as a topic of discussion at the next board m eeting.

Conclu sions/ Actio ns Taken/ Follo w -up agreed to :

Inte rAct ion staff w i l l share th e Business Coun ci l ’s vett ing cr i te r ia wi t h th e board. ACTIONABLE ITEM

Agenda i tem : Com m itt ee Report s

(Tabs 3, 4, 5)

Presenters: W i l l iam Reese

Rut h M essinger

Andr eas Alexandrou

Jonathan QuickAnne Goddard

1. M emb ership and Standard s Com m itt ee Report – W i l l iam Reese (Tab 5)

a. Cons iderat ion for approval of new m em bers ACTION ITEM

2. Audit Comm itt ee Report – Andr eas Alexandrou and Rut h M essinger (Tab 3)

a. Presentat ion and considerat ion of audi t ACTION ITEM

3. Finance Com m itt ee Report – Jonath an Quick (Tab 4)

a. 2012 prel iminary f inanc ia l resul ts4. Nom inat ions Comm it tee Report (oral report and handouts)

a. Recom m end ation o f new b oard m em bers for Annu al M em bers M eetin gACTION ITEM

b. Cons iderat ion for approval of board of f i cers (handout ) ACTION ITEM


M em bership and Standard s Com m itt ee Report (Tab 5)

Com m i t t ee chair Bi l l Reese presented th e m em bership and standard s com m itt ee rep ort , th anking t heChair fo r encou raging board m em bers to jo in t he com m itt ee. He began by pre sent ing th e f ive newInterAct ion m em bers that the comm i t tee h ad selected:

Adeso

Convoy of Ho pe

Joint Cou nci l on In tern ation al Chi ldren ’s Services

Natio nal Cooper at ive Business Associat ion Zakat Found ation of Am er ica

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M r. Reese explained th at the com m itt ee had scrut inized the pro po sed. I t w as m ot ioned an d seconde d toaccept th e comm i t tee’s recom men dat ion, and t he s late of new mem bers was approved. APPROVED

The CEO shared t hat he h ad been invi te d b y th e m ajor dem ocracy and govern ance group s to discusspar tner vet t ing, and that h e had men t ioned t hat t he InterAct ion board w anted t o act ively engage thedem ocracy and governan ce sector , and t hat he w ould ask the chair of the com m i t t ee to join h im inm eetin g wi t h th e leaders of th e dem ocracy and governance com m uni t y to have a dialogue. Inconcluding th e m em bership and standard s com m itt ee repor t, M r . Reese not ed th at at t he Foru m t herew ould be a breakfast w i th CEOs of pro spective m em bers and ano th er breakf ast w i th CEOs of associatem em bers.

Audit Comm itt ee Report (Tab 3)

Com m i t t ee chair Rut h M essinger then present ed t he Aud i t Com m itt ee repo rt, not ing th at M r . Andre as

Alexandrou , a part ner fro m Gelm an, Rosenberg and Freedm an, was in atten dance to p resent t he audi tto t he boar d. She no ted t hat Peter Engebret son, Int erAction ’s Vice President for Finance andAdm inistrat io n, had been especial ly helpful in the p rocess.

M r . Alexandrou thanked t he board for t hei r t ime and no ted t hat th ey each had copies of th e 114 let ter ,th e 115 letter (m anagemen t lett er) , and th e A133. He not ed th at the re we re no signi f icant issues in the114 let ter . In discussing th e m anagem ent lett er , he not ed t hat t he t w o w eaknesses ident i f ied in t he pasthad been ad dressed and t hat t here had bee n pro gress on up dat ing the f inan ce m anual , and as a resul tbot h com m ents had been cleared f rom t he let ter . The audi tor not ed that a num ber of ot her comm entshad been c leared. They noted th e need to docum ent in w r i t ing the breakdow n of respons ib i l i t iesbetween InterAction and Raffa, InterAct ion’s outsourced accounting services f i rm.

M r . Alexandro u th en present ed th e A133 repor t in g package for the Off ice of M anagem ent and Bud get.He not ed t he large increases in reven ue and t hat Int erAct ion ’s indirect cost rat e w as sl ight ly low er th anth e pr ior year. M s. M essinger closed t he com m itt ee repo rt b y explaining that th e com m itt ee haddiscussed t he audi t in det ai l w i th M r . Alexandrou e ar l ier . She no ted th at t here w ere areas w here i tw ould b e di f f icul t to have th ree separat e acto rs coord inat in g ( InterActio n, Raffa, and th e audi to r) . Shealso noted that InterAct ion had exper ienced 65 percent growth in recent years and now receives fundingfrom m any m ore sources. I t w as m ot io ned an d seconde d to accept th e audi t , and the b oard app roved i tunan im ously. APPROVED

Finance Committee Report (Tab 4)

Com m i t t ee chair Jon athan Qu ick th en present ed th e Finance Com m itt ee repor t. He not ed th atInter Action had set recor ds for th e speed o f due s col lect io n in January. M r . Engebret son th en explainedth at he w as aiming t o have the capaci ty to br in g f inance and account ing funct io ns back in house by thesumm er, and that he expected t o arr ive at a new equ i l ibr ium lat er this year that invo lves no t just newfinance personn el but new hum an resources personn el as w el l .

The CEO not ed t hat Int erAct ion had raised $9 mi l l ion, th anks largely to an increase in fun ding forInterAction’s Humanitar ian Pol icy and Pract ice team. He noted that the unt ied resources granted bym em bership du es w ere an essent ial part of Int erAct ion’ s w ork, and t hat d ues had r isen fro m $1.3 mi l l ionto $2.6 m i l l ion since t he CEO cam e to Inter Action. At th is t im e al l of Int erAct ion ’s unrestr icted d ol lars areleveraged, m eaning InterActio n was curren t ly l imi t ed from star t ing any new ini t iat ives th at requir e asubstantial m atch. The CEO not ed t hat Int erAction had been successful in fund raising from th e star t ofth is f iscal year, but t hat h e was conscious that In ter Act ion ’s grow th m ust f i t w i th m em ber int erest,explaining that in som e areas th ere m ight be low int erest but am ple fun ding, wh i le in som e th ere m ight

14




be high m em ber int erest and very l im i ted f un ding.

Nom inat ions Comm it t ee Report

Com m i t t ee chair Ann e Godd ard th en present ed t he Nom inat io ns Com m itt ee repor t. She present ed th enom inat io ns of m em ber CEOs to serve on th e bo ard, explaining that th ree w ere chosen fro m a group o fseven, and t hat t he com m itt ee had reached out to a fou rt h CEO as w el l . The nom inees were:

Sarah Kam bo u, Inter natio nal Cent er fo r Research on W om en

Rudi M aier , Advent ist Develop m ent and Rel ief Agency

Carol yn M i les, Save t he Childr en

David W eiss, CHF Int ern atio nal

M s. Godd ard also highl ighted t hat u p to 20 p ercent o f the b oard can be board m em bers at large, no t ingth at t he b oard could have a b oard m em ber repre sent ing Int erAction ’s associate m em bers. At t his t im e,how ever, the com m itt ee had decided i t w ou ld be best to w ai t and see how associate m em bersfunct ioned as m em bers of InterAct ion b efore t hey are represented on t he board. One board m em bersuggested t hat th e board m ight benef i t f rom hav ing the perspect ive of bo ard mem bers who w ere notm em ber CEOs. The CEO not ed t hat w ho is in th e roo m w ould chan ge the nat ure of th e board ’sconversat ion bu t t hat he w as open t o t he idea. The board then m ot ion ed, seconded, and approvedrecom m end ation o f th e four ne w b oard m em bers for appro val at Inte rAct ion ’s upcom ing annualm em bership m eet ing. APPROVED

M s. Goddard then requested a vote o n t he nom inees for bo ard of f i cers. The no min ees were:

Kathy Spahn , Helen Keller Int ernat ional , Chair

Neal Keny-Gu yer, M ercy Cor ps, Vice Chair

Jon ath an Qu ick, M anagem ent Sciences for Healt h, Treasurer

M s. Godd ard no ted th at Neal Keny-Guyer w as run ning for t he po si t ion of Vice Chair , and th at M r .Tsehaye Teferra wo uld rem ain in the po si t ion f or t he rem ainder of t he year unt i l his term ends. M r .Keny-Guyer said that h e wo uld be del ighted and h ono red to supp ort t he Chair , the CEO, and th eInterAct ion team . It w as m ot ion ed and seconded to approve th e slate of of f i cers and th e slate wasapproved. APPROVED

The board then adjourned f or a shor t break.

Conclusions/ Actions Taken/ Follow-up agreed to:

The f ive new Inte rAction m em bers recom m end ed by t he M em bership and Stan dards Com m itt eew ere accepted. APPROVED

The audi t w as accepte d. APPROVED

The four new InterAct ion board m em bers were recomm ended t o be appro ved at th e annualm em bers m eetin g. APPROVED

The slate of bo ard off icers w as appr oved. APPROVED

Agenda i tem: Board Conversat ion, w ith staff inpu t

How can InterActio n becom e a stro nger voice as a coal i t ion?

How can the Board of Directors best aid these effo r ts?

How can mem ber CEOs best aid these efforts?


15




The CEO began t he conver sat io n by n ot ing th at m any Inter Action m em bers are being squeezed by t hecurrent bu dget enviro nm ent , posi t ing that t he next few years w i l l see very signi f icant chal lenges forInter Action m em bers and the N GO com m uni t y as a wh ole. He observed th at th e current environ m ent is

on e t hat favo rs size, placing in creasing pre ssure s on CEOs.

The CEO began a discussion ab out how Inter Action engages m em ber CEOs to suppo rt i ts w ork. Heexplained t hat h ow and w hen m em ber CEOs are engaged in Inte rAction ini t iat ives or m eetin gs iscurrent ly determ ined by InterAct ion’s executive off ice. He explained th at he is not alw ays able to br ingm em ber CEOs to ext ernal m eetin gs, and t hat Int erAction is not a t rade associat ion w hose pu rpo se is tof ind m eetin gs or re sources for i ts mem bers. He shared t hat he had analyzed w hich CEOs had beenengaged recen tly an d t hat i t w as a very d iverse sam ple o f Int erAct ion ’s m em be rship. W hile m em berCEOs w ere r ou t inely t app ed fo r m eet ings, the m em ber CEOs w ere n ot engaged based o n a strat egy off indin g a cert ain num ber o f m eetin gs for each CEO but rat her o n t heir expert ise and en gagem ent in t hew ork associated w i th a part icular topic. He str essed that Inter Action is str onger w hen info rm ed m em ber

CEOs’ voices are invo lved, for exam ple d ur ing p artn er vet t ing discussions.

He th en explained a new to ol th at Int erAct ion ’s executive off ice was using to m easure CEO interest inengaging wi th Int erAction ’s w ork. The tool is a survey w hich had been distr ib ut ed to t he bo ard and hadreceived responses fro m h al f of bo ard m em bers, and w ould l ikely be distr ibu te d to a sect io n ofInter Action’s m em bership. The survey asked b oard m em bers to indicate th eir int erest in issues (e.g.heal th , dem ocracy and gover nance, W ASH) and d i f feren t typ es of engagem ent (e.g. m em berrecrui tm ent , m edia interview s, fun draising). The CEO not ed th at th e survey to ol is separate from t hebro ader qu est ion of how to m ost strategical ly tap m em ber CEOs, w hich is w hat h e w ould l ike t o discussw ith t he bo ard. Board m em bers agreed w i th t he fram e of Int erAct ion not being a trade associat ion ,arguing t hat Inter Act ion’s m em bers are best served i f Int erAct ion serves i ts mission.

The CEO explained th at Int erAction ’s w orking grou ps tend t o be com pr ised of m em ber vice president-and directo r- level staff , but can stal l at the pol i t ical level due to t heir l imi t ed clou t. He explained th at th esurvey respon ses m ight help Int erAction b r ing in CEOs to supp ort w orking group s. He also no ted t hatw heth er mem ber CEOs could be engaged in a g iven m eet ing w ould dep end on the n ature o f th e m eet ingand th e avai labi l i ty of mem ber leaders w i th t he requ isi te expert ise. For Inter Action- led effo r t s, he rarelyatt end s m eetin gs w i th out m em ber rep resentat ion; ho w ever, a large part o f his job is part ic ipat ion inhigh- level external m eetin gs. In the se exter nal dialogues, it is not always possible to br in g in m em berCEOs. He also no ted th at he increasingly m ust tu rn d ow n t hese requests due t o sched ule constraint s andth at m any are n ot tran sferable. Last ly, th e CEO ob served th at o ut reach t o en gage m em ber CEOs is alsodeterm ined by InterAct ion’s own capac ity .

One board m em ber not ed th at InterAct ion had do ne an excellent job p ul l ing mem bers together on t heissue of par tn er vett ing. The CEO not ed t hat part of t he m ot ivat ion fo r reaching out t o m em bers wasth at h e, M s. Coate s, and Int erAction ’s vice pre siden ts al l had very f ul l sched ules in th eir respective areas,and so engagin g m em be r CEOs is one w ay fo r Int erAct ion to accom plish m or e. One bo ard m em bersuggested t hat t hree w ays CEOs m ight be help ful are peer review o f pub l icat ion s, speaking to w orkinggroup s, and strategic discussions of new proj ects wi t h m em ber vice pr esiden ts and d irector s. The CEOnot ed t hat Int erAct ion get s a great deal of m em ber inpu t at t he w orkin g grou p level but less so at theCEO level. M s. Coat es no t ed t hat int egrat ing CEOs was previo usly set as an obje ctive an d a recentexam ple of o ut reach w as th e CEO Task For ce on Aid Refor m an d Effective ness.

Inter Action’s Vice President for Hum ani tar ian Pol icy and Pract ice Joel Charny n ot ed t hat t here w i l l be

increasing pressure o n t he NGO com m uni t y aroun d standard s and account abi l i ty, and t hat CEOs shou ldplay a leadership role in sett in g the t one o n th ese issues. He also no ted th at m em ber en gagem ent can

16




be very var iable, and t hat t here are som e hum ani tar ian issues wh ere m em bers are not alw ays engagedal tho ugh i t is cr it ical to h ave constant en gagem ent from m em ber CEOs. The Chair not ed i t m ight b ehelpf ul t o system at ize the pro cess to e nsure t hat CEOs are engaged w ith w orking grou ps’ act iv i t ies. M s.

Coat es suggested th at Int erAct ion m em bers are often com for table w i th an ot her organizat ion act in g astheir proxy on certain issues, and that any disconnect often happens wi thin organizat ions (betweenCEOs and th eir ow n pol icy staff rather t han bet w een organizat ions).

One bo ard m em ber suggested th at bo ard m em bers shou ld no t b e engaged so as to keep govern anceindep end ent . Anoth er board m em ber agreed th at Inter Action should b e reaching out to en gage m em berCEOs, and add ed t hat m em ber CEOs need t o “ do th eir hom ew ork” as w el l and be act ively engaged. OneCEO not ed th at since CEOs general ly do not part ic ipate in wo rking groups i t wo uld be help ful to h ave afew issues suggested w here CEO engagem ent w ou ld be p art icular ly useful .

Inter Act ion’s Vice President f or St rategic Im pact Suzanne Kindervatt er no t ed t hat in consider ing CEO

engageme nt , i t w as also im por tant to con sider w hat strat egic areas Inter Action w ant s to d evelop. Shenot ed t hat dem onstr at ing t he NGO com m uni t y ’s im pact, tr ansparency, and accoun tabi l i t y is a part ofInter Action’s strat egic plan, and t hat t here is increasing pressure t o dem on strate im pact andeffect iven ess by shar ing data. InterA ct ion m ay have a key role to p lay in helping to aggregate t hisinfo rm at ion . She explained t hat Int erAct ion is wr i t ing a strat egy paper on t hese topics, and i t w ould b ehelpf ul to have a group o f CEOs engaged t o iden ti fy pr ior i t ies and discuss how to m eet t hese dem andseffect ively and how to resource these ini t iat ives.

One bo ard m em ber voiced suppo rt for t he survey bu t no ted th at m em ber CEOs w i l l st i l l have th eir ow npoin ts of v iew and agend as, and th at engaging CEOs m ight req uire suppo rt w ork fro m staff discussingw hat guidel in es th ere are on a certain issue befo re a m eetin g. Anot her bo ard m em ber stated t hat t he

conversat ion f el t as i f the bo ard w ere tr y ing to f ind “ a solut ion fo r w hich ther e is no pro blem ,” arguingth at Inter Action should be careful not t o engage m em bers just for t he sake of engaging them . At theclose of t he discussion, one b oard m em ber shared t he ope n que stion of w hy Int erAction is f lour ishingw hi le t he NGO sector is facing increasing f inan cial pressure.

The CEO concluded t he discussion, expressing supp ort for t he idea of iden ti fy ing a few categor ies wher eCEO en gagem ent w ould be m ost useful in ad ding value t o m em bers and Int erAction . He agreed w i th M r .Charny an d M s. Kinder vatt er , explaining that on cert ain hum ani tar ian issues the U.S. governm ent w ascall ing for m ore engagem ent f rom Inter Action’ s m em bers, and th at th e dem and for t ransparency anddat a to dem onstr ate im pact w ould b e com ing to th e NGO com m uni t y soo n. On the po int o f Inter Act ionf lou r ishing at a chal lenging t im e for t he secto r , he suggested th at part of t he reason is th at t here arel imi t ed resources for advo cacy because don ors had picked a few organizat ions to fun d ( includingInter Action) and stop ped fu ndin g m any NGOs. He expressed w ar iness abou t Int erAction becom ing sostrong t hat i t begins to ou tstr ip i t s m em ber ’s capaci ty t o en gage and “ ow n” a comm on p ol icy agenda.This w ould no t b e a heal thy developm ent .

The discussion concluded and the Executive Session began at 5:15.

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Team ReportSeptember 11, 2012

21



InterAction Team Report

September 11, 2012

Introduction

This report details the diversity of InterAction efforts since our April 29th Board meeting, organized by

strategic area.

There has been a rather intensive effort focused on USAID’s reforms and its relationship with

InterAction members. InterAction worked with members to create an important policy document, A

New Vision for the USAID-U.S. NGO Relationship: Partnering for Effective Development. The

document was well received by USAID leadership. We welcome the opportunity for a series of

roundtable meetings between our member CEOs/senior staff and U.S. government representatives todiscuss ways to strengthen the U.S. NGO-USAID relationship in the post-Busan aid effectiveness era. This

was the first in a set of white papers intended to explore the role of U.S. NGOs in key USAID Forward

reforms. A paper on procurement reform will be reviewed by the CEO Taskforce on Aid Reform and Aid

Effectiveness when it meets just prior to the InterAction Board meeting.

Members identified the following issues as the top priorities to address in our paper on procurement

reform:

USAID is underestimating what it takes and what it costs to build local capacity

Not leveraging U.S. NGOs

Appropriateness of U.S. government assistance for local organizationsGrants vs. contracts: desire for control

Lack of transparency / need for better consultation

A future paper will focus on local capacity building as USAID is now very interested in the lessons

learned by our members.

As the ecosystem within which our members work continues its rapid evolution, InterAction has

continued to explore where we can add value to our members as they seek private resources from

corporations, foundations, large donors and the general public. This focus on the evolution of Private

Development Cooperation and the nature of private aid flows is increasingly shaping InterAction’s work.Many members are reviewing the business models and the role of intermediary NGOs. This is in turn

increasing the member demand that InterAction play a role in shaping these relations. We have been

working with Charlie MacCormack, InterAction Senior Fellow and former CEO of Save the Children, to

start an InterAction team focused on the relationship between U.S. NGOs and other private

development actors, including foundations, corporations, universities, media, and philanthropists. We

will be creating an InterAction CEO advisory group made up of interested member CEOs and an external

advisory group which includes experts from Brookings, the Hudson Institute, Harvard, Bridgespan, Aspen

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September 11, 2012, page 3

Institute, and prominent individuals interested in this area. Fundraising for this initiative will start this

fall. It will coordinate closely with InterAction Business Council efforts.

Earlier this year, a new staff Data Task Force was launched to identify key data sets which show the

collective values, identity, power, and value added of our community. The data will advance the ability

of InterAction members to explain our coalition and to increase the collective clout of InterAction

members. The Task Force will present a brief report at the board meeting and a draft set of initial

talking points included in the Board book. We will gradually develop a set of talking points that all

member CEOs could use to describe the scope, diversity and impact of our community.

Every several weeks the Executive Office Update is sent to the Board to provide a summary of key

meetings, calls and events that involve InterAction’s CEO, Executive Vice President and member CEOs.

The report provides every Board member a detailed overview of the diverse high-level meetings

managed by InterAction’s executive office. We hope that you find this additional transparency useful

and please do reach out to us if you find a particular meeting or topic of interest.

InterAction staff has prepared a summary of select activities since the April 2012 Board meeting that

advance InterAction’s 2011-2014 strategic goals. Since there are several activities that are cross cutting

we have introduced a new section to best capture their results.

Cross-Cutting Strategic Efforts: areas of work that address several organizational strategies

The G8 and G20 Summits: With this year’s G8 and G20 summits falling barely a month apart, InterAction

staff had to carefully plan and coordinate their efforts. InterAction led the G8/G20 Task Force in

preparing recommendations for the summits in a pair of policy papers and a series of background policybriefs. The topics covered by the G8-focused briefs were Maternal, Newborn, and Child Health;

HIV/AIDS; Accountability; and Food Security, Agriculture and Nutrition. The G20-focused briefs covered

Financial Inclusion; Green Growth; Accountability; Anti-Corruption; and Food Security, Agriculture and

Nutrition. Meetings were held in advance of the summits with key personnel from the National Security

Council, U.S. Department of Agriculture and USAID. Representatives of our Task Force who attended the

G20 in Los Cabos took part in a civil society dialogue event with high ranking Mexican officials.

InterAction also coordinated Task Force media outreach surrounding the G8 and G20, organizing press

briefings prior to the summits and developing overall messaging strategies. A delegation attending the

G20 summit in Mexico held press conferences responding to new developments while InterAction staff in the U.S. issued joint reaction statements.

CEO Task Force on Aid Reform and Aid Effectiveness: The CEO Taskforce on Aid Reform and Aid

Effectiveness met on two occasions to discuss strengthening the U.S. NGO-U.S. government partnership

to improve development outcomes. The first meeting brought together senior staff from member

organizations to brainstorm the first CEO Taskforce white paper as well as next steps. The second one, a

23





CEO-level meeting, reviewed the first white paper and discussed future meetings with USAID

Administrator Raj Shah and Deputy Administrator Don Steinberg.

The first white paper, “A New Vision for the USAID-U.S. NGO Relationship: Partnering for Effective

Development,” explored the importance of NGOs for effective development, concerns over a changing

U.S. NGO-U.S. government relationship, and actionable recommendations. These recommendations are:

To engage in regular, substantive policy dialogue

Develop a USAID-U.S. NGO engagement strategy

Maximize opportunities for field collaboration

Ensure donor alignment

This paper was discussed at a meeting with Deputy Administrator Steinberg, the first of several high-

level meetings between member CEOs and the Administration. The proposals were well received by the

administration, and we are optimistic in working with them to shift the relationship with our

community. Future papers will focus on local capacity building, procurement reform, and a strategic

policy dialogue.

InterAction Forum: This year’s Forum brought together 1,085 members of the international NGO

community and our partners to engage with prominent speakers, share ideas, network and celebrate

our accomplishments. Attendees included 115 InterAction member organizations represented by 401

staff, as well as representatives from the corporate, philanthropic, and government sectors.

The Forum featured five plenary sessions including keynote addresses from Don Steinberg (USAID),

Rebeca Grynspan (UNDP), Lakshmi Puri (UN Women), Judith Rodin (Rockefeller Foundation), and Robert

Zoellick (World Bank). Each session also featured a high-level panel and addressed cross-cutting issues,

such as the role of development in U.S. foreign policy, the future of the Millennium Development Goals,

and new actors in the development community. Attendees were also able to choose from 54 workshops

covering such diverse topics as navigating media partnerships, violence during elections, and using video

games to change behavior. Workshops addressed major themes in policy and programming, informing

our members and our partners on current trends and best practices, facilitating information sharing and

collaborative problem solving, and sparking innovation.

Our exhibit hall was filled with 54 key partners, stakeholders and InterAction members. Forty-one

percent of the exhibitors were from the corporate sector, 33% from InterAction members, 20% from

non-member non-profits, and 6% from the US government. The exhibit hall hosted a number of lively

networking events where attendees could connect with exhibitors and their fellow attendees. The

Forum was sponsored by 14 organizations, including corporate partners such as UPS, FedEx, and Xerox;

funders and partners such as the Millennium Challenge Corporation, Rockefeller Financial and the Bill

and Melinda Gates Foundation as well as several InterAction members. A record number of sponsorship

funding was raised for a total of $225,000.

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As part of InterAction’s expanded Forum work this year, we dedicated a webpage to Forum highlights

during the event. We summarized the plenaries and select workshops, posted a new blog daily along

with photos of the event and video interviews with attendees. Forum also saw increased social media

coverage. Our hashtag, #IAForum, generated over 850 uses on Twitter this year, and we received our

10,000th Twitter follower during the event. The final session with World Bank president Robert Zoellick

aired on C-Span; other media outlets, including Reuters and the Chronicle of Philanthropy, also covered

the event.

InterAction Business Council (IBC): The IBC is now starting to function on a number of levels and we are

including all interested member CEOs as part of the IBC.

The Council has been approached by multinational corporations to explore potential avenues

for engaging with member CEOs. In response, InterAction is creating a neutral space for a

dialogue through meetings and high-level dinners.

Corporations and NGOs are interested in the overall concept of getting access to a safe, non-

competitive space to discuss Corporate Social Responsibility and the creation of shared valuechallenges in low income and emerging countries.

Events held over the summer included:

o A one day forum, “Effective Business-Nonprofit Partnerships in International Disasters,”

organized in partnership with the U.S. Chamber of Commerce’s Business Civic

Leadership Council (BCLC), and focused on improving coordination between the

business and NGO sectors before, during and after a disaster. The event was attended

by over 70 InterAction members, businesses and others.

o The InterAction-UPS CEO Round Table Series – which included a pre-InterAction Forum

UPS salon dinner at the UPS House in Capitol Hill – a 2012 Forum Plenary Panel, and a

CEO-only panel entitled “The Growth and Impact of Public-Private Partnerships”.

InterAction partially led and facilitated two UPS charter flights to transport relief items

on behalf of humanitarian member organizations members responding to the crisis in

the Sahel.

The newly formed Council’s Advisory Board includes a mix of member CEOs, issue experts and corporate

representatives. The Advisory Board members are:

Pierre Ferrari

(CEO, Heifer

International)

Claude G.B. Fontheim (CEO,

Fontheim International)

George Hamilton

(President, Institute for

Sustainable Communities)

Jonathan Quick (President

and CEO, Management

Sciences for Health)

Charles MacCormack(Former President and

CEO, Save the Children

USA)

Jane Nelson (Director,Harvard’s Kennedy School's

Corporate Social

Responsibility Initiative)

Kathy Spahn(President and CEO,

Helen Keller

International)

Jeffrey Walker(Chair, MDG Health

Alliance’s Health Workers

Pillar)

Eduardo Martinez

(President, UPS

Foundation)

Stephen Flowers (President,

Global Freight Forwarding,

UPS Supply Chain Solutions)

Jack Leslie

(Chairman, Weber

Shandwick)

Jack Muhs

(Senior Vice President,

FedEx)

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Strategy 1 Promoting a unified action agenda to influence the policies

and approaches of the U.S. government, multilateral and UN institutions,

foundations, and corporations.

Budget and Appropriations: Both the House and Senate Appropriations Committees have approved

versions of the Fiscal Year 2013 State, Foreign Operations, and Related Programs Appropriations Bill, the

main vehicle for funding development and poverty-focused accounts. There were drastic differences

between the House and Senate committee-approved totals, with the House appropriations level $3.7

billion below the Senate. The Senate funding levels were either the same as or higher than the House for

all of the development and poverty-focused accounts that InterAction tracks.

InterAction met with leading groups in our community to create an advocacy strategy surrounding the

Fiscal Year 2013 Appropriations process. Our topline message was to support the Senate’s Fiscal Year

2013 funding level for the International Affairs budget with no cuts to development and poverty-focusedaccounts. A subgroup of the Public Policy Committee met on several occasions to discuss goals,

messaging, and potential strategies for our advocacy. InterAction compiled community talking points in

support of our topline message, as well as an August recess packet to aid our members as they prepared

to meet with their Congressmen. InterAction is currently organizing fall advocacy efforts and finalizing a

community-wide sign on letter asking Congress to support Senate-level funding for Fiscal Year 2013.

InterAction also led the community in developing the Fiscal Year 2014 development and poverty-

focused account recommendations. InterAction staff and Public Policy Committee members met with

representatives from the F-Bureau, USAID, and the Office of Management and Budget (OMB) to present

our recommendations. InterAction and its members also sent a letter to OMB Director Jeffrey Zients aswell as senior staff from USAID and the State Department.

Integrating Health in Relief and Development Working Group: The health working group strengthened

its relationship with the U.S. government on global health issues and funding. The working group met

with staff from USAID to discuss the Global Health Framework, released in the spring, and the State

Department for a conversation on the announced changes to the Global Health Initiative (GHI). Prior to

the announced changes to GHI, and at the request of USAID, the health working group conducted a

follow-up survey (the first survey was conducted in 2011) on the engagement of civil society in the

planning and implementation process of the GHI. The unscientific survey showed some improvement in

civil society engagement. A short brief on the responses was released at InterAction’s Forum and USAID

responded to the brief at a workshop.

Food Security: InterAction engaged the Hill on FY2013 appropriations for all accounts, including food-

security. An initiative launched at June’s G8 Summit, the New Alliance for Food Security and Nutrition, is

an effort by the G8 and four African countries to secure policy changes that encourage and reduce risks

for corporate investments in the agricultural sector. Though the mechanisms by which the New Alliance

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would work have not been clarified, there are claims that it will lift 50 million people out of poverty in

the coming decade. In response to this initiative, InterAction and a subgroup of the Food Security

working group wrote a policy paper outlining five recommendations that must be incorporated into the

New Alliance to ensure completion of sustainable poverty reduction goals. This paper will be distributed

to USAID, the State Department, G8 teams, the UN Committee on World Food Security’s Civil Society

Mechanism, ROPPA, and other relevant farmers and civil society groups.

Water, Sanitation and Hygiene (WASH): InterAction’s WASH working group sent a community sign-on

letter to members of Congress in support of robust allocation for WASH programs in FY2013

Appropriations. Senate appropriators allocated $400 million to WASH programs in comparison to the

House’s $315 million. In June, the Senate Foreign Relations Committee approved the Water for the

World Act. InterAction and its members continue to support this legislation and are seeking further co-

sponsors on the Senate side as well as a companion bill in the House.

Legislation on the Humanitarian Exemptions: A diverse taskforce comprised of InterAction members,representatives of the peacebuilding community and respected leaders from the academic and think-

tank community responded to Representative Chris Smith’s (R-NJ) desire to introduce legislation that

would establish humanitarian exemptions to the current statute that provides the basis for U.S. counter-

terror policy. The policy has had a deleterious impact on the humanitarian community’s ability to

respond to the famine in southern Somalia. Rep. Smith’s proposed legislation is critically important in

the continued response to the famine in southern Somalia and would better position the U.S. to respond

to future crises. Members of the taskforce worked actively with Rep. Smith’s staff to create a solid piece

of draft legislation and arranged several meetings to recruit other members of Congress to join Mr.

Smith in introducing the bill. To date, the following members have agreed to sign onto the legislation:

Rep. Chris Smith (R-NJ), Rep. Jeff Fortenberry (R-NE), Rep. Tom Marino (R-PA), Rep. Ann Marie Buerkle(R-NY), Rep. Russ Caranahan (D-MO), Rep. Keith Ellison (D-MN), and Rep. James McGovern (D-MA).

Multilateral Organizations, International and Inter-Agency Fora: InterAction continued to work through

the Saving Lives Together (SLT) Oversight Committee to emphasize NGO security priorities with the UN.

Strategy 2 Raising the collective role, profile and power of NGOs by demonstrating and

enhancing InterAction member contributions, expertise, impact, accountability,

and transparency.

Member Metrics—Telling Our Story: A staff Data Task Force has been mobilized to identify key data

sets for communicating the collective values, identity, power, and value added of our community. The

aggregated data will advance the ability of InterAction members to explain our coalition and to increase

the collective clout of InterAction members. The Task Force is currently working on two priority areas:

first, funds raised and spent collectively by members at the time of a large-scale disaster, and second,

metrics and stories to communicate the breadth of our members’ work around the world, support from

27





contributors, economic power, and impact in the field. Please see the two-page Member Metrics

overview following this team report.

NGO Aid Map: With over half of InterAction members contributing to the site since its launch in 2010,

NGO Aid Map continues to see improved functionality and regular updates. Member “workspaces” were

added which allows organizations to update their own project data on the site. Using data from Food

Security Aid Map, InterAction created a special map of our members’ projects in the Sahel region

[http://www.interaction.org/work/sahel ], illustrating the utility of the information provided. An in-

depth evaluation was conducted on NGO Aid Map to reveal how the tool is being used as well as identify

potential improvements. Results from the evaluation will be available on the site later this year.

Geographic Information Systems (GIS) Working Group: The GIS Working Group partnered with the

World Bank’s Global Facility for Disaster Reduction and Recovery (GFDRR) to host a workshop, “New

Tools in Mapping for Disasters and Development.” Bringing together over 100 participants, the event

featured NGOs, the World Bank and other organizations that are utilizing open geographic data andmapping tools to strengthening disaster risk reduction, humanitarian relief and sustainable

development.

Transparency: In the spring, InterAction participated in the first face-to-face meeting of the

International Aid Transparency Initiative (IATI) Civil Society Organization (CSO) Working Group. The

working group has developed a draft Protocol on the Implementation of the IATI Standard by CSOs and

NGOs, which raises issues these groups face in publishing information to IATI and seeks to establish

some ground rules for how donors engage with CSOs on this initiative. The protocol is currently being

circulated for comments by CSOs around the world and will be submitted to the IATI Steering

Committee for endorsement once it has been finalized. In addition, InterAction has met with individualInterAction members who are considering implementing IATI.

Open Aid Partnership: InterAction has endorsed the Open Aid Partnership (OAP)

[http://www.openaidmap.org ] which aims to improve the effectiveness, accountability, coordination

and transparency of aid. Facilitated by the World Bank Institute, the OAP will produce an Open Aid Map

showing the location of international development projects globally and will support partner countries

in building mapping platforms. InterAction is the first civil society group to join the project.

Huffington Post Partnership: InterAction has built a relationship with the Huffington Post Impact

section, which gets five to seven million unique visitors a month. Starting with our coverage of the G8,InterAction has coordinated three series with the Huffington Post around the G8, the crisis in the Sahel,

and intersection of sports and development around the Olympics.

Each Huffington Post campaign has included a social media aspect. As each blog gets published,

InterAction circulates a link and a suggested Twitter post to participating members’ social media staff to

coordinate and unify our message. Each campaign uses common hashtags to increase the conversations’

28

http://www.interaction.org/work/sahel



http://www.openaidmap.org/











A Disaster Relief Factsheet is being developed by the Gifts-in-Kind Working Group to provide quick facts

about material assistance in disaster response.

InterAction and the GIK community involved in pharmaceutical donations will convene a stakeholder

group to explore and create unified methodologies and common messaging that reflect the best

practices on pharmaceutical valuation. InterAction will lead the conversation and will invite members,

other stakeholders and industry experts to join the conversation. The first meeting is scheduled for the

end of September.

InterAction has invited members to work on adding selected Food Aid and Pharmaceutical and Medical

Resources standards to the 2014 InterAction Self-Certification-Plus (SCP) compliance reporting process.

Members will work with InterAction staff to identify the most important and relevant standards and

determine the appropriate indicators.

Prevention and Response to Sexual Exploitation and Abuse (SEA): InterAction, with the chair of the SEAWorking Group, worked with the State Department’s Bureau of Population, Refugees and Migration

(PRM) to develop and pilot a training which will be required for all PRM staff on State Department SEA

policies, codes of conduct for U.S. government workers, and SEA requirements for implementing

partners. InterAction is also offering three SEA workshops in the fall – two in Haiti on Investigations and

Community Based Complaints Mechanisms, and one in Washington D.C. for senior managers of

InterAction members on the management of investigations on SEA.

Protection: InterAction continues to actively contribute to the International Committee of the Red Cross

(ICRC)-led process to update the “Professional Standards for Protection Work” and will work with ICRC

to convene NGO consultations on the revised standards. In August, InterAction convened with ICRC aday-long consultation to update these professional standards as they relate to managing sensitive data

in situations of violence and armed conflict.

NGO Coordination Dialogue: InterAction organized and led a workshop on NGO coordination that

brought together NGO coordination bodies from seven emergency contexts and global coordinating

platforms. Following the meeting, an informal group was formed to follow-up on common issues of

concern, both thematic and structural. The group will be facilitated by InterAction in the coming year.

Sphere: InterAction participated in a Sphere board meeting and is actively guiding the Sphere Project as

a board member in the discussions on the Joint Standard Initiative (JSI) which includes Sphere, theHumanitarian Accountability Partnership (HAP) and People in Aid. To ensure the voice of U.S.-based

NGOs are heard, InterAction will be the Sphere Board representative on the JSI Working Group

composed of the Chair and one board member of each of the three bodies. InterAction is also part of

the Finance Working Group of the Sphere Board, with the main priority of assuring a smooth transition

in finance administration given the planned end of the International Federation of the Red Cross and

Red Crescent Societies hosting arrangement at the end of 2012.

30





Civil-Military Relations: InterAction briefed military audiences about NGOs and humanitarian work.

InterAction also participated and facilitated member participation in meetings of the civil-military

dialogue at the United States Institute of Peace.

Donor Engagement on Humanitarian Policy: InterAction participated in Montreux XII, a high-level

meeting of donor and affected nations’ representatives; the agenda focused on the expanding

humanitarian system. InterAction also participated in an informal brief to the Good Humanitarian

Donorship group on the progress of the Inter-Agency Standing Committee’s (IASC) Transformative

Agenda.

UN Partnerships: InterAction furthered its work on partnership, especially with the commencement of

UN High Commission on Refugees’ (UNHCR) Annual Consultations and “Structured Dialogue with the

High Commissioner” process. Taking a very active role, InterAction identified NGO representation for the

Steering Group, co-chaired planning meetings and co-drafted background papers for the July Reflection

Workshop. In May, InterAction led a delegation of members in discussions with Office for theCoordination of Humanitarian Affairs (OCHA) regarding the proposed Emergency Response Funds (ERF)

guidelines. InterAction arranged a dialogue between OCHA and members on needs assessments in

emergencies.

NGO Partnerships: InterAction further strengthened its engagement with members as well as other

NGO consortia, both global and national. Linkages were made through regular email updates, phone

calls, bilateral briefings and participation in larger events such as the NGO Coordination Dialogue and

the Building a Better Response consultation. Members also participated in the Humanitarian

Partnerships Working Group (HPWG) at InterAction, co-chaired by International Medical Corps and

Jesuit Refugee Services. Since the start of 2012, the HPWG has witnessed considerable growth in activemembership.

The Alliance for International Youth Development (AIYD) in Partnership with InterAction: In response

to a global demographic shift toward a younger overall population, the Alliance for International Youth

Development (AIYD) is working to promote effective youth-oriented policies and programs worldwide.

AIYD consists of over 24 members, including InterAction member NGOs and private sector agencies. As

a hub for youth-focused development, the Alliance focuses on developing a shared approach to

effective practices and engaging key partners including USAID, the State Department, the World Bank

and the UN. The Alliance has served as a convening partner for a consultation with USAID on their

forthcoming new Policy for Youth in Development. At this year’s InterAction Forum, the Allianceelevated youth issues for the broader development community with a plenary session featuring young

women from Egypt, Afghanistan and El Salvador to explore the role of young women in times of political

transition. The Alliance also engaged with the World Bank and the State Department on their youth-

focused research and youth engagement policies.

31





Annual Report 2011: InterAction posted its 2011 Annual Report in July. It includes a selection of

highlights from our 2011 work and several photos from our 2011 photo contest. We also added an

interactive map, where visitors can see which countries have how many members working there.

Strategy 3 Advancing inclusive approaches to development and country ownership by

fostering partnerships between InterAction members and key stakeholders,

including governments, UN agencies, global and local civil society, the private

sector and other actors.

Local Capacity Building: The Best Practices and Innovations Initiative completed its first round of awards

for partners working to build local capacity in food security and agriculture. In narrowing its focus to the

domain of local capacity building, the Initiative reflects a trend toward greater engagement on aid

effectiveness. Inclusive, broad-based country ownership implies a more significant role for capable in-

country partners, a shift the Initiative had promoted. Through open sharing of the organizational

capacity building approaches of its award winners, the Initiative strengthened the knowledge base

between international and domestic organizations.

Feed the Future: The Food Security and Agriculture Working Group made significant advances in its

work with USAID’s Feed the Future Initiative on identifying principles and mechanisms for reframing the

relationship with non-governmental organizations. Working collaboratively with USAID staff, a

subgroup provided ideas and text for a third revision of draft guidance for Feed the Future in-country

and Washington D.C. stakeholder engagement. USAID expects to release the revised guidance within the

next few months, fundamentally reshaping and strengthening the terms of engagement with civil

society. The working group also contributed indicators for tracking the thoroughness and consistency

with which the new guidance is applied in field programs.

Aid Effectiveness: During the six month period following the Fourth High Level Forum on Aid

Effectiveness in Busan in December 2011, and at the final meeting of the Working Party on Aid

Effectiveness of the Organization for Economic Cooperation and Development/Development Assistance

Committee in June 2012, civil society organizations (CSOs) successfully advocated for inclusion of an

indicator to measure progress on creating an enabling environment for CSO development in countries

around the world. This indicator will be included in the monitoring framework prepared to track aid

effectiveness commitments made in Busan. The International Center for Not-for-Profit Law, an

InterAction member, together with Civicus and other CSOs, currently are working to finalize the specificwording of the indicator and data sources to be used to determine progress.

Private Development Cooperation: InterAction began development of an initiative on private

development cooperation that involves creating a hub for the study and networking of the emerging

ecosystem of private development actors. This work is being supported by InterAction Senior Fellow,

Charlie MacCormack.

32

http://www.interaction.org/2011-annual-report-letter-president








Impact Investing: InterAction had held discussions with staff from Johns Hopkins University to discuss a

possible collaboration on impact investing and other new forms of philanthropy.

UN Engagement: InterAction has begun compiling members’ privately-funded spending on food

security, agriculture, and nutrition in order to demonstrate NGOs’ contributions to food security at the

UN General Assembly event in September.

Strategy 4 Building InterAction’s internal systems to support full implementation of the

strategic goal and strategies.

Member Dues: As of August 16, we have collected $2,634,787 in member dues for 2012. This equates to

98% of the budget of $2,675,000. The process for collecting financial information for the 2013 dues

invoices will begin in September.

Membership Recruitment: InterAction continued its proactive membership recruitment by strategically

reaching out to potential organizations, responding to direct solicitations from organizations interested

in joining our alliance, and following leads received from InterAction staff and the Board of Directors.

Since January 2012, we have recruited ten new members and are forwarding an additional three

applicants for the Board's approval at this board meeting. Current democracy and governance-focused

members are working with InterAction staff to determine the strategy for reaching out to this group for

membership.

Grants: InterAction welcomed a new Coordinator for Resource Development to support foundation

fundraising and grants management. She is currently working with senior management to prioritize the

key programmatic areas for which to seek new sources of funding aligned with InterAction’s objectivesand the external environment.

InterAction has been awarded three grants since April: (1) $250,000 from Fedex for the “Increasing Aid

Effectiveness through Transparency, Innovative Programming, and Strategic Partnerships” project to

publicize accessible information on NGO aid activities and promote NGO-private sector collaboration; (2)

$25,000 from the Wallace Genetic Foundation to support the “Mobilizing NGOs to Strengthen U.S.

Leadership in WASH” project which will fund InterAction’s leadership of the WASH Working Group’s

advocacy; and, (3) another $50,000 from Wallace Genetic to the project, “Assessing the Cumulative

Impact of U.S. Foreign Assistance,” which will fund research and publication of data summarizing the

positive impact of U.S. foreign aid spending.

InterAction has three proposals pending:

1) A request from the Rockefeller Foundation for $100,608 for the project “Advancing NGO

Evaluation Practice and Strengthening Local M&E Capacity through Innovative Partnerships” to

enhance member evaluation and support local monitoring and evaluation capacity-building.

33





Rockefeller has indicated that they are interesting in adding onto this project with a $200,000

award in 2013. Final approval is still pending.

2) A Sexual Exploitation and Abuse grant for $248,000 from the Bureau for Population, Refugees

and Migration at the US Department of State.

3) A request for $146,850 from the Government of Switzerland to fund a project to improve

international emergency response by promoting gender sensitive approaches through a French-

language version of an IASC Gender E-learning Course

Human Resources Manager: A candidate was selected in late spring to fill this position. The new HR

Manager will begin at InterAction in mid-September.

Operations Manual: Progress continues on the Operations Manual update, with completed sections

posted on InterAction’s shared network drive for staff accessibility. While the manual is tentatively on

schedule to be completed by the end of the year, we will reevaluate this estimate once the new HR

Manager starts in September and may adjust our strategy, depending on discussions on priorities.

Revision of Employee Appraisal Form and Process: Last year the Human Resources committee shifted

the timing of the employee appraisal process. It was moved off of the calendar year in order to stagger

major organizational processes and allow more focus to be put on staff appraisals. A small committee

convened to review and revise the employee work plan and appraisal form to streamline the paperwork

and create more flexibility in the feedback, which was implemented this summer. Employee appraisals

have been completed for the year using the new process. Additionally, a peer review was completed for

executive level staff.

Database: Work on developing the database has been slowed by de-bugging synchronization elementsthat have not been consistently accurate, and by exploration of alternative approaches to tracking

participation of individuals in a variety of activities. In response to continuing difficulties implementing

the desired synchronization among the database and elements of our communications systems, we are

seeking a third-party review and assessment of the implementation to date. Progress on this front has

been slowed by the announced retirement after 13 years of InterAction’s IT Director and the

recruitment process to select his successor.

34



M em ber M etr ics

Basic Talki ng Point s: Reach, Breadt h and Resources

W ho W e Ar e

In terAct ion, w i th almost 200 members, is the largest al l iance of U.S.-based n on-pr of i t organizat ions (orNGOs) wo rking in every developing count ry, wi t h a focus on t he w or ld ’s m ost poo r and vulner ablepopu l a t i ons

W ith h eadqu arte rs in 31 U.S. states, InterA ct ion m em bers are fai th-based an d secular , large and sm al lThe bu dget of ou r largest m em be r, th e Red Cross, is over $3 b il l ion

annu al ly. Som e or ganizat ion s m anage only $ 60,000 a year. Al l of ou r m em bers seek t o im pro ve t he l ives

of t he w or ld ’s poor and vulnerable popu lat ions.

Size and Reach

Inte rAct ion ’s m em ber organizat ions w ork in 204 countr ies around t he w or ld, suppo r t ing in i t ia t ives in aw ide ran ge of sector s includin g Heal th, Chi ldren and You th , Educatio n, Hum ani tar ian/ Disaster Response,and Food Secur i ty

In 200 9, Inte rAct ion m em ber s raised an e stim ate d $17 bi l l ion f rom al l sources. Of th is, around $12 bi l l ionw as for th ei r in ternat iona l operat ions .

W e receive m or e t han $8 bi l l ion annual ly f rom ind iv iduals and o ther pr ivate dono rs (found at ions and

cor po rat ions) If t h e In t erAct io n com m u n i t y w ere a b ilat eralgover nm ent d onor , w e w ould be t he w orl d’s sixt h largest do nor , afte r t he U .S., France , Germ any, t heUn ite d Kingdo m , and Japan

W e also out rank corpor at io ns and fou nd ation s in our ann ual global econo m ic engagem ent . The $8 bill ionf rom our comm uni ty is a lmost double the foundat ion to t a l o f $4.6 b i l l ion and m ore than the corporateto tal of $7.6 bi l l ion

Suppor t f ro m t he American Public

The U.S. publ ic supp ort s ou r organizat ions as cont r ibu to rs and vo lunt eers. Al l iance m em bers receivem il l ions o f cont r ibut ions annual ly

M ore t han 1.5 mi l l ion vo lunteers contr ibute to our success

M ore t han [num ber] o f Christ ian, Jew ish, M usl im, and Buddhist congregat ion s and faith com m unit iesacross th e U.S. supp ort ou r com m un i ty

Standard s and Account abi l i ty

Al l iance m em bers adhere t o a set of stand ards wh ich focus on accoun tabi l i t y and t ransparency in f inancialm anagem ent , fund raising, governance and pro gram perfo rm ance

35



M em bers are at t he for efron t o f respond ing to h um ani tar ian cr ises and disasters wo r ldw ide andInte rAction acts as a hub in t hese effor t s, w i th t he bel ief t hat saving l ives and red ucing extrem e povert yare fund am ent al to b ui lding a secure and sustainable fut ure for al l

Using our col lect ive vo ice, Int erAct ion engages m em bers in im po rtan t pol icy decisions to advance hu m andigni ty , including for eign assistan ce, th e environ m ent , w om en, heal th , education and agr icul ture

.

Important But Challenging Data Sets

Double Count ing Dilemma: Since we ar e aggregating dat a from al l m em bers, there are issues of dou ble coun tin gin det erm ining accurate est im ates for some key dat a sets. For exam ple, m em bers w orking in th e sam ecom m uni t y in Tanzania might count and r epo rt t he sam e peo ple as benefic iar ies. W e are consul t in g a dataconsul tant on t h is double count ing chal lenge.

These key d ata sets include:

Num ber o f Am er ican individual f in ancial donor s (nat ional ly and b y state or Congressional d istr ict )

Nu m ber of com m un itie s serve d o verseas

Num ber o f ben efic iar ies served annu al ly

Data That ’s Harder to Obt ain : W ith in creased fo cus on aid ref orm in local organizat ion s, data sets such as th efol low ing are im por tan t: 1) the t ot al am ou nt spent by m em bers thro ugh local organizat ion s and inst i t ut ions(thro ugh grants or sub -contr acts), and 2) num ber of local partn ers per year. W e are explor ing ways to col lect suchdata. This data also encount ers double count ing.

Impact : Individu al me m bers are chal lenged to dem on strat e im pact, a chal lenge t hat becom es even m ore com plexw hen w e aim t o aggregate m em ber im pact. W e are workin g on t w o appro aches: 1) f i rst-person sto r ies from th ef ield, and 2) st at ist ical data on pro gress in certain sectors wi t h exam ples of how part icular mem bers cont r ibut ed

to th ese overal l gains.

Th e f o cu s h er e is o n n o t Fo r in st an ce : “ I n t h e la st t en ye ar s, gi rls’ e nr ollm e nt in p rim ar yschool has grow n f rom X% to X% in sub-Saharan Af r ica. M em bers X, Y and Z cont r ibut ed t o t his dram at ic increaseby pr oviding t eacher tr aining to in crease th e num ber of fem ale teachers.”

W hat ’s Next?

In ear ly 2012 , Sam W ort hingto n m obi l ized a staff Data Task Force to id ent i fy key dat a sets for com m unicat ing t hecol lect ive values, ident i ty, pow er, and value added of ou r com m uni t y. There are a num ber of p ot ent ial audiences

for t his dat a including the U.S. governm ent (Adm inistrat ion and Congress), do nor s and fu nde rs, m ul t i late ralinst i tu t ions, the UN and o ther developm ent bodies, the m edia, th ink t anks, and, to an extent , the pu bl ic.

In addi t io n t o overal l m emb er m etr ics, th e Data Task Force is current ly wo rking on:

In consul tat io n w i th m em bers, we have d eveloped and are t est in g a m oreeff ic ient , stan dardized pro cess for m em bers to rep ort o n fun ds raised and spent at th e t im e of a large-scale disaster. This pr ocess w il l be l inke d t o Int erAct ion ’s Crisis List.

The Basic Talking Points on th e fron t page are just a star t . Our aim is to createa sui te o f w r i t t en an d w eb-based com m unicat ion s vehicles that succinct ly, dram at ically, and im pressivelycom m unicate m em ber d ata. This m ay include a on e-pager or b rochu re w i th a sho rt n arrat ive and“ factoid s,” charts and graphs on our w ebsi te, web vide o stor ies, etc.

W e’d l ike to hear fro m m em bers on w hat yo u consider m ost urgent and w hat w ould b em ost useful . Send your ideas to Suzanne Kindervat ter , VP for Str ategic Im pact,sk indervat ter@interact ion.org

36



An n u a l Re ve n u e

$5,000

$6,000

$7,000

$8,000

$9,000

Grant RevenuesSubmitted/Possible

Grant & Other

+75%

$0

$1,000

$2,000

$3,000

,Revenues Likely

Grant RevenuesConfirmed/Solid

Grant Revenues

Other Core Revenues

Membership Dues



s i n g

$5,000

$6,000

$7,000

$8,000

$9,000

$10,000

Gates 1000 Days

Other

Corporations

Rockefeller

A n n u a l F u n d r a i

$0

$1,000

$2,000

$3,000

$4,000

2 0 0 4

2 0 0 5

2 0 0 6

2 0 0 7

2 0 0 8

2 0 0 9

2 0 1 0

2 0 1 1

2 0 1 2

Hewlett

Gates

Ford

Other UN

State BPRM

IASC

DCHA/Health

OFDA





This page w as del ibe rat ely lef t b lank



DATE: August 30, 2012

TO: Finance Committee

FROM: Peter R. EngebretsonVP-Finance & Administration

RE: InterAction Financials for June 30, 2012

The following financial reports for the second quarter of 2012 are attached; all reports are as of June 30, 2012:

Balance Sheet

Income Statements

- Summary 1: InterAction Total

- Summary 2C: Core/Unrestricted

-Summary 2R: Grants/Restricted

Report of Operations vs. Other Items

The income statements provide comparative information:

Actual and budget revenue/expense information for the period January 1- June 30.

Actual revenue/expense information for the same period last year.

Total budget for this year, reflecting balances remaining for the rest of the year.

As discussed below, we are comfortable with InterAction’s financial position at mid-year. The2012 budget was conservative and we do not anticipate the need for significant adjustments

during the second half of the year. There is one revenue source that has not come through asbudgeted - however, this is offset by another that has come in above the budget; these arediscussed below. Expenses are in line with, or slightly below the budget. The overall position isstable and positive.

Regarding the attached reports:

1. Balance Sheet - Assets

a. Our cash position is strong at $3.9 million. This is an increase of $1.5 millionsince the end of the 1st quarter, and reflects receipt of the second year of fundsfrom the Gates Foundation under the current 3-year award from the Foundation.

b. Our prepaid items ($156,874) and fixed assets ($44,033) are minor in the overallpicture of InterAction assets; these items are down approximately $16,000 sincethe end of the 1st quarter.

c. Our investments of $921,911 are mutual funds held at Merrill Lynch. These aretreated as reserves, and we have neither added to them nor drawn them down in atleast five years. The value of these investments is down $46,538 during the 2

nd

quarter, reflecting market declines during the period. As a reminder: our operatingbudget is neutral with respect to investment gains and/or losses; that is, theapproved budget assumes neither gains nor losses.

41



Finance Committee – 2nd

Quarter Financials 8/30/12

- 2 -

d. Our receivables of over $2.2 million consist of:

1) Foundation grants (principally Gates) $ 1,883,292

2) Federal grants (USAID and Dept of State) 278,909

3) Other restricted funds 99,955

e. Receivables from the Gates Foundation, and others, reflect revenue recognized

earlier, but not yet received. As noted above regarding the increase in our cashposition, the amount receivable from foundations is significantly decreased due toreceipt of year 2 award funds from the Gates Foundation.

f. Receivables under Federal awards reflect amounts due to InterAction for expensesalready incurred. The amount receivable under Federal awards is downapproximately $1.4 million, reflecting receipt of that amount in Federal funds.Federal funds for the 1st quarter were drawn down at the end of March, but notreceived until early April, and were therefore reflected in the 2 nd quarter. Inaddition, during the 2

ndquarter Federal funds for April and May were drawn

down. The remaining receivable of $278,909 represents expenses incurred duringJune, for which funds were not received by June 30.

2. Balance Sheet – Liabilities

a. Our liabilities total $343,181; these consist of:

1) Accrued vacation pay $ 149,287

2) Accrued severance pay 103,066

3) Other liabilities and payables 118,776

b. The liabilities for accrued vacation and severance pay constitute 68% of totalliabilities; these are adjusted annually, at year-end. Other liabilities and payablesvary during the year with the ebb and flow of normal operations.

c. The liability for severance pay is calculated as 50% of the total liability under ourseverance policy.

3. Balance Sheet – Fund Balance

a. Our current Fund Balance of $6.9 million is 58% Temporarily Restricted NetAssets and 42% Unrestricted.

b. The TRNA will be drawn down as we utilize grant funds recognized earlier asrevenue.

c. The unrestricted portion of the fund balance is high early in the year because wereceive a significant percentage of member dues during the 1 st quarter. As the

receipt of dues is completed, and normal spending continues, the unrestrictedportion of the fund balance will decline over the course of the year. At the end of the 2

ndquarter the unrestricted balance is $2.9 million, a decrease of

approximately $638,000 during the quarter.

d. Overall, in the normal course of events (and independent of any new multi-yearawards during 2012), both components of the fund balance will be smaller atyear-end than they are now.

4. Income Statements – Revenue

42





- 3 -

a. Revenue amounts shown as budgeted are from the approved 2012 budget; in thefuture we will re-state the revenue side of the budget to reflect the change inrevenue recognition policy for foundation grants. That is, some of the revenuebudgeted in the 2012 budget was actually recognized in 2011; the 2012 budgetwill be re-stated to account for the change.

b. For the period January 1 through June 30 InterAction had revenue of $4,665,403

and expense of $4,562,170 – resulting in a surplus of $103,233 for the period.c. A total of $2,552,531 in member dues was received through June 30. This

represents 95% of the annual dues revenue budget of $2,675,000 and issignificantly ahead of the amount budgeted for the 1st and 2nd quarters, and theamount collected at the same point last year.

d. A total of $1,449,513 in grant and restricted revenue has been recognized in thefirst 6 months of 2012. During the 1

stquarter $710,878 was recognized and

reported; during the 2nd quarter an additional $738,635 has been recognized.

e. The $738,635 in new grant/restricted revenue recognized during the 2nd quarterincludes:

1) New revenue of $130,080:

a) $25,000 in dues payments for the Alliance for International YouthDevelopment (AIYD).

b) $25,000 from the Wallace Genetic Foundation.

c) $34,320 from the Open Society Policy Center.

d) $15,760 from Coordination SUD.

e) $30,000 from the Motorola Mobility Foundation.

2) Recognition of $608,555 in revenue under existing Federal grants from

USAID and the Department of State.

3) As noted earlier, foundation grant revenue recognized in 2011 is notincluded as part of actual revenue in 2012.

f. On the revenue side of the budget there has been one area of disappointment. Thebudget assumed receipt of a first-time award from Wellspring in the amount of $100,000 to pay a portion of the salary and benefits for 6 positions. We have beeninformed that we will not receive this grant. Fortunately, this was learned earlyenough in the year that it does not pose a significant problem. We are able toadjust the funding sources for various positions, other smaller grants have beenreceived, and (as discussed below) the Forum has generated a significant

unrestricted surplus.g. Other revenue through June 30 is $89,092 vs. the budgeted amount of $24,504 for

the period.

1) Net investment gains of $65,987 through June 30 are included in otherrevenue. This reflects market gains in the value of investment mutualfunds held at Merrill Lynch. In prior years this has been reported as aninformation item on a quarterly basis. To make our internal reportingconsistent with year-end audit reporting, the investment account is beingreconciled monthly and the results included in our financial reporting.

43





- 4 -

The attached Report of Operations vs. Other Items separates this revenuefrom regular operations.

2) The balance of other revenue – $23,105 – consists of interest, subleaserent income, and other miscellaneous income.

5. Income Statements – Expense

a. Expenses for the first half of the year are somewhat below what was budgeted,$4,562,170 vs. $4,807,865 – a difference of $245,695 (5%).

b. This primarily reflects timing differences in when expenditures will be incurredcompared with the budget assumptions regarding the timing of various activities.

6. Forum 2011

Of particular note in the first half of the year is the financial performance of the 2011Forum, held April 30-May 2. In recent years we have budgeted the Forum as a break-even event, but it has generally fallen short of that and has ended up in deficit. However,this year’s Forum has broken new ground. Final reconciliations are still in process, butwe anticipate that the 2011 Forum will show a surplus of approximately $100,000.

This surplus is the result of managing expenses to meet the budget, and generatingrevenue significantly in excess of the budget. The new revenue comes principally fromcorporate and other contributions and sponsorships; this is the result of several years of effort focused on developing new sources of support for the Forum, above and beyondparticipant registration fees.

Overall, the InterAction balance sheet is strong, and operations for the first half of 2012 havebeen in line with, or slightly below, the budget. I look forward to discussing these reports andanswering any questions you may have.

44



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48



49



DATE: August 30, 2012

TO: Audit Committee

FROM: Peter R. EngebretsonVP-Finance & Administration

RE: End-of-Summer Update

Following are brief updates on: staffing transitions in our Finance Office, finalization of theAccounting Manual, progress on open items from the most recent management letter.

Finance Office Staffing

As you know, beginning in September 2011 we outsourced our accounting function to Raffa, aregional accounting firm with experience providing a variety of services to NGO clients. As wediscussed in the late spring and early summer, following completion of the 2011 audit we

decided to bring the accounting function in-house once again. Since then we have beenimplementing this decision:

In June I informed our engagement partner at Raffa of our intention to make this change.

During the summer we recruited and hired a Controller/Senior Manager for Accountingto take the lead in re-constituting our in-house capability and leading the transition awayfrom the use of Raffa’s services. Alexandra Charles has accepted this position, and will

join the InterAction staff on September 4; she is a CPA and has worked in the public,private, and NGO sectors. I am excited to have her join us, and I believe she will be areal asset.

In mid-September our new Senior Manager for Human Resources will join the

InterAction staff. This is relevant to the Finance Office because it will allow theincumbent in an existing position to shift from being split 50/50 between HR and financeto being 100% dedicated on the finance side. This change combined with the addition of the Controller will put us in position to assume the responsibilities that Raffa has beencarrying for the last year.

I expect the transition with Raffa to take place from September to November. Initially wewill take on work at the transaction level, and this will be followed by taking on thehigher-level processes of monthly closing, and review and oversight. I believe that by theend of November we will have fully re-absorbed the accounting functions that have beenoutsourced.

I hope to retain a relationship with Raffa through the year-end closing at December 31,and into our preparation for the 2012 audit. Raffa took the lead in these areas last year,and their knowledge, advice, and guidance will be valuable. We will do the work, butthey will be a support resource as needed.

I have been assured that Raffa will fully support this transition, which I deeplyappreciate.

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Audit Committee – End-of-Summer Update 8/30/12

- 2 -

Accounting Manual

Updating our Accounting Manual has been an open item cited in recent management letters. Inthe management letter from the 2011 audit our auditors were satisfied that we had madesufficient progress in this area that they considered the item closed. However, at that point wehad not finalized and issued the new manual.

During the summer the manual has gone through 3 drafts, and is now final to be issued effectiveSeptember 1.

This timing coincides with the appointment of our new Controller, and one of herresponsibilities will be to keep the manual as a current, “living” document, issuing andimplementing updates on an as-needed basis. The manual is also being sent to our auditors on aninformation basis; if they have comments or suggestions (which I do not expect) we willcertainly take them into consideration during the fall.

Management Letter – Open Items

The 2011 management letter was distributed to the Board with other audit materials earlier thisyear, so copies are not included here; please let me know if you would like another copy.

The management letter included 6 open items; we have addressed and resolved 5 of these, andthe 6th will be completed during the fall.

The table below shows the auditors comment for each of the 6 open items (the full backgroundlanguage is available in the management letter), and the current status of our work in each area.

Management Letter Comment Current Status

Quarterly Reports

2011 Status: InterAction filed the reportswithin the 45 days stipulated in its agreement;however, two reports were not filed within the30 day period; these reports were filed 5 daysand 10 days after the required time period. Wecontinue to suggest attention in this area

This item specifically referred to quarterlyreporting for Federal awards. All reports forthe March 31 and June 30 quarters have beenfiled timely.

Capital Assets

2011 Comment: There was no change in statusof this comment. We continue to recommend

action in the upcoming fiscal year.

This is the one open item that has not beencompleted. The action required is an update of

our capital assets inventory. Preparation hasbegun on this, and the actual updating will becomplete by October 31.

Investments

2011 Comment: An investment reconciliationas of December 31, 2011 was prepared; inorder to enhance the reporting of investmentactivities, we recommend that realized and

The chart of accounts has been updated toinclude separate accounts for realized vs.unrealized gains/losses. Monthly reconciliationis segregating these different classes of

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Audit Committee – End-of-Summer Update 8/30/12

- 3 -

unrealized gains/losses be recorded in separategeneral ledger accounts.

gains/losses in the separate accounts.

Outside Accountants

2011 Comment: InterAction transferredoperating responsibility for its accountingfunctions to an outside accounting firm during

2011, and significant changes wereimplemented. With responsibilities transferredto a third party, it is important to document thatInterAction management remains responsiblefor and in control of entries recorded in itsfinancial records. We noted that managementreview was not consistently documented. Werecommend that InterAction and its outsideaccountants institute formal procedures todocument managements review.

We have instituted a regular weekly statusconference with Raffa during which the currentstatus of issues is identified and discussed for

resolution. In addition, following each monthlyclose Raffa provides a standard set of financialreports and supporting schedules for themonth. These are reviewed and discussedduring the weekly conferences, and copies areretained in InterAction’s records withappropriate notes.

Conflict of Interest – Contractors2011: It is considered a best practice fororganizations to include a conflict of interestprovision in its agreements with independentconsultants and other third party contractors.InterAction does not currently do so, thereforewe recommend the inclusion of such aprovision in its agreements with theaforementioned parties.

We have incorporated a Conflicts of Interest

section in our standard consulting servicescontract. It requires prior disclosure of actualor potential conflicts of interest concerningwork to be done for InterAction.

Cash Management

2011 Comment: As of December 31, 2011,InterAction was due approximately $1,100,000under Federal awards. Although InterActionmaintains enough undesignated funds tosupport such activities, we believe there is arisk that other donor-restricted cash could beused if a detailed accounting of its cashposition (for all pools of funds) is notperformed on a regular basis. Accordingly, werecommend InterAction draw funds from itsletter of credit on a regular basis, and in accordwith its actual Federal expenditures (andinternal cash management policies).

The accumulation of the large Federalreceivable at 12/31/11 was an anomaly thatwas not representative of prior or currentpractice; it resulted from the departure of staff and the transition to outside consultingaccountants. Federal draw downs have beenconducted on a regular basis during 2012; as of June 30 the outstanding Federal receivable wasapproximately $275,000 and representedprimarily expenditures incurred in June.

We have established a new bank account inwhich we hold grant funds received inadvance; as grant expenditures are incurred,funds are transferred from this grant fundsholding account to our operating account. Thisis intended to prevent the inappropriate use of donor-restricted funds.

***

I would be pleased to provide additional information on any of the topics addressed above.

52








M em orandum

To : BOA RD OF DIRECTORS

Fr o m : M e m b er sh ip an d St an d ar d s Bo ar d Co m m i t t e e

Dat e: August 13, 2012

Re: M em bership & Standards Com m itt ee Report

I te m 1 : El ect i o n o f th r e e N e w M e m b e r s – A ct i o n I te m

(Appen dixes 1-3)

Br ief ing sheet s fol low und er this tab for each of the three pr ospect ive m em bers for you r voteand approval :

As is our p ract ice, inform at ion o n t hese organizat ions has been vet ted thr ou gh th e generalm em ber ship via each M em ber CEO and th e Inter Act ion Staff . Al l thre e applicat io ns have beenrev iew ed and appro ved by the M em bership and Stand ards Board Com m it t ee on August 13,2012 and t he Com m it t ee recom m ends all thr ee appl icant s for the ap pro val of the Board.

Financial infor m ation:

Organ izat io n FY 12 b ud getTot al est im atedassessablein ternat iona l

expenses

Proj ected Dues

Build Change$3 ,7 35,2 42 .0 0 $ 2 ,8 51 ,3 48.0 0

$4,277.00

Lut heran Im m igrat io n and Refugee

Service$ 3 8,6 9 9,0 00 .0 0 $ 32 ,9 90 ,9 81 .0 0

$33,000.00

M enno nit e Cent ral Com m it t ee U.S. $ 2 0,5 0 1,0 00 .0 0 $ 1 3,4 0 0,8 00 .0 0$ 20,100.00

Item 2: New str ategic t argets - for Board discussion

InterAct ion s taf f upd ate on th e progress of th e act ion p lan target ing new st rat egicm em bers wi t hin t he Dem ocracy and Govern ance sector, and o ther pro spect ive m em bers in thecurrent pipel ine.(Appendix 4)

55



Appendix 1

Build Change

1416 Larim er Str eet , Suit e 301Denver, CO 80202(415) 235-9930

Contact person/s: Tim Louist im@bui ldchange.org(303) 953-2563

W ebsit e: w w w .bui ldchange.org

Chief Executive Officer: Elizabeth HauslerStrand el izabeth@bui ldchange.org

Incorpor ated in: California

Year Incorporated: 2004

Recom m ended by: PCI, CHF International,M ercy Corp s

FY 12 budget: $3,735,242.00

Estim ated assessable int ernat ional expenses:

$ 2,851,348.00

Estim ated dues: $4,277.00

Stat ement of or ganizat ional pur pose: Build Chan ge’s m ission is to gr eat ly re du ce death s,injur ies and econo m ic losses caused b y ho using col lapses due to earth qu akes in de velopingcount r ies. Our v ision fo r change is that : (1) houses bui l t w i th inp uts f ro m Bui ld Change inseism ical ly act ive develo ping coun tr ies are res istant to earth quakes and ot her n atur al disasters;

and (2) bui ld ing codes are en forced o r construct io n pr act ices are perm anent ly changed so th athou ses bui l t in t he absence of extern al funding and t echnical supp ort are also earth quakeresistant.

Bui ld Change leaves in place per m anen t change in con str uct ion p ract ice by bu i lding local ski l lsand st im ulat ing local dem and .

Program pr of i le: Build Change designs earthquake-resistant houses and trains bui lders,ho m eow ner s, engineer s, and gove rn m ent of f ic ials to b ui ld t hem . Build Change's aw ard-w inn ingdesign and capaci ty bui ld ing program s in post-earth quake reconstruct io n pr ogram s inIndo nesia, Chin a and Hait i have imp ro ved over 7 0,000 ho uses. To date in Hait i , Bui ld Chan gehas t rained o ver 4,100 ho m eow ners, 1,700 bu i lders and 130 en gineers in t he b asics ofearthq uake-resistant des ign and construct ion . In add i t ion, Bui ld Change is also pr ov idingtechnical assistance for ret r of i t t ing and n ew construct ion of 1,500 h om es in Hai t i ; so far 1,558solut ions have been designed, and 313 ho m es have been com pleted .

At each program si te, they fol low a six-step m od el to create per m anent change in construct io npract ices:

1) Learn First . After an earth quake h as st r uck a com m uni t y , they com plete in-d ept h s tudies todet erm ine w hy som e of the bui ldings col lapsed and w hy oth ers did no t .

56



2) Design Earthquake-Resistant Houses. They use th at know ledge to look for low - or no-costimp rovem ents to ex is t ing ways of bu i ld ing earth quake-res istant hou ses and u se local mat er ials,sk i l ls and bu i lding techniqu es th at are cul tural ly accepted and easy to ad opt w i th l im i tedtraining and educat ion.

3) Build Local Capacit y. They t rain and w ork w i th al l people involved in th e reconstruct ionpr ocess - fro m ho m eow ner s, local enginee rs, archit ects, bu i lders, carp ent ers and m ason s totechnical high school , teachers and govern m ent agencies - to incorpo rate disaster-r esistantbui lding t echniques in th ei r pr act ices. They also w ork w i th local bui ld ing m ater ial supp l iers topro duce bet ter b ui ld ing m ater ials.

4) St im ulat e Local Dem and . They involve th e hom eow ners and teach th em abou t th e basics ofearthq uake-resistant construct ion and w hat t o look fo r in m ater ials and w orkm anship. Theypu rchase local ly avai lable m ater ials and p ro du cts and hire lo cal w or kers involved in th e

recon stru ct ion p ro cess. They also tr ain local governm ent and r el ief agency off ic ials onconstr uct ion pract ices.

5) Facil it ate A ccess to Capit al. I f fund ing to ho m eow ners is inadequ ate t o bu i ld safe h ouses,Bui ld Change partn ers w i th gover nm ent s and f inancing inst i tu t ion s to pr ov ide access to capi talth at is cont in gent up on m eet ing m inim um stand ards for con stru ct ion qu al ity .

6) M easure t he Change. During any pro ject , Bui ld Change fac i l itat es int ensive m oni t or ing andevaluat ion.

Reasons for apply ing t o jo in InterAct ion: Build Chan ge w ishes to jo in th e Inter Act io n al l iancein ord er to fac il i tate ou r ef fo rts to great ly im pro ve long-term developm ent pol ic ies andpract ices in developing part s of th e wo rld as they relate t o hou sing design and constru ct ion. Asan Inter Act ion m em ber, w e bel ieve th e to ols resour ces and b est p ract ices InterAct ion pro v ides,as w el l as i ts stan dar ds for en suring accoun tab i l i ty and t ranspar ency in f in ancial m anagem entand o th er areas of perf or m ance, w ou ld enab le Build Chan ge to re ach scale and ext end i t sserv ices beyon d ou r curren t p rogram s in Hai t i , China and Ind onesia to count r ies across th ew orld w here t he curren t ho using stock and construct ion pract ices leave hundr eds of m i l l ions (i fnot bi l l ions) at r isk of eart hqu akes and ot her n atur al disasters.

In term s of par t ic ipat ion, w e w ould en deavor t o be an act ive part ic ipant in Int erAct ion act iv i t ies

and an e xem plary m em ber o f t he al l iance. Our CEO and fo un der , Dr. El izabet h Hausler Str and,w as a panel ist at Foru m 2012 and w ould cont inue t o contr ibut e to and p art ic ipate in suchact iv it ies. W e w ou ld also seek to d eepen o ur r elat ionships w i th ex ist ing Inter Act ion m em bersand cul t ivate new relat ion ships to bet ter en able all of us to achieve our m issions wher everpossible.

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Appendix 2

Lut heran Im m igratio n and Refugee Service

700 Light Str eet

Bal t im ore, M D 21230

Tel : 410-230-276 2

Cont act person / s: Annie W i lsonawi lson@li rs .org

W ebsit e: w w w. l i rs.org

Chief Executive Officer: Linda Hart kelhartke@li rs .org

Incorpor ated in: M aryland


Recom m ended by: Presbyter ian Disaster

Assistance and Hunger Program, Lutheran

W orld Rel ief , Ethio pian Com m uni t y

Develop m ent Cou nci l

FY 12 budget: $ 38 ,699,000.00


$32,990,981.00

Estim ated dues: $33,000.00

Stat ement of or ganizat ional pur pose: Lut her an Im m igrat i on and Refugee Service w or ks topro tect m igrants and r efugees thr ough serv ices of just ice that r ebui ld l ives, rek indle dream s,and t r ansfor m com m uni t ies to e m brace, embo dy, and enact w elcom e for al l newco m ers in

w ays th at enl iven and enr ich w ho le com m uni t ies.

Program pr of i le: Their th ree largest pro gram s are refu gee resett le m ent , chi ldre n’s services, andim m igrat io n just ice. LIRS has bee n serving ref ugees in th e Unit ed Stat es since th eir fou nd ingalmo st 7 5 years ago. In 2010, LIRS reset t led 10 ,134 refugees thr ough i ts netw ork o f local soc ialm inist ry organizat ion s in 52 r efugee r eset t lem ent com m uni t ies across the US, preparin g a placeof w elcom e by engaging local chu rches and com m uni t ies. In 2011, wi t h a dow nt urn inreset t lem ent n um bers caused by cum bersom e securi ty check pro cedures, th ey reset t led 6,914refugees. They also serve hund reds of refugee and im m igrant chi ldren every year w ho areaf fected by arm ed conf l ict , hu m an t r af f icking, abuse, exploi tat ion, n eglect , abando nm ent and

persecut io n. They pro v ide safety and supp ort to chi ldren w ho en ter t he US w i th out parent s orguardians who are able or w i l l ing to care for t hem , of fer ing foster care, fami ly reun i f icat ionserv ices and o th er cr i t ical program s. Their im m igrat ion ju st ice pro gram serves surv ivor s oftor tu re in im m igrat ion d etent ion, pro v ides v isi tat ion serv ices to im m igrat ion d etainees andcom m uni t y serv ices to th ose w ho are released, and advocates for al ternat ives to det ent ion.

Reasons for apply ing t o jo in InterAct ion: LIRS w ishes to rejo in Int erAct ion because w eapprec iate InterAct ion ’s com m itm ent t o im pro v ing pract ice in the no npr of i t sector . W e arevery supp ort ive of th e PVO stand ards, and w ould b e interested in s t rengt hening t hoseappl icable for refugee reset t lem ent o rganizat ions. W e w ould be nef i t great ly f rom th e

58



col lect ive learning Int erAct ion m akes possible. LIRS is also int erested in n etw ork ing w i thorganizat ion s th at are respo nding to p rot ect ion s itu at ions in com plex envi ronm ents, and w ouldhop e to cont r ibu te our ow n experience and learnin g to th ose conversat ion s.

59



Appendix 3

M enno nit e Cent ral Com m it t ee U.S.

P.O. Box 50 0South 12 t h Street ,Akron, PA 17501Tel: 717 8 59 11 51 Ext. 350

Con tact per son / s: Arl i Klassenarl ik [email protected]

W ebsit e: w w w .mcc.org

Chief Executive Officer: J. Ron By lerronby [email protected]

Incorpor ated in: Pennsylvania


Recom m ended by: IM A W or ld Health , Chu rchW or ld Service, Chr ist ian Refor m ed W or ld ReliefCom mit tee

FY 13 budget: $ 20,501,000.00


$ 13,400,800.00

Estim ated dues: $ 20,100.00

Stat ement of or ganizat ional pur pose: M enno ni te Cent ral Com m it t ee, a w orld w ide m inist ry ofAnab apt ist chu rches, shar es God’s love and com passion f or al l in t he n am e of Christ by

respon din g to b asic hum an n eeds and w or king fo r pe ace and just ice. M CC envisionscom m uni t ies w or ldw ide in r ight relat ionship w i th God, one an ot her and creat io n.

Program pr of i le: M CC w orks alongside local churches and com m uni t ies in m ore th an 50countries, including Canada and the United States, to carry out disaster rel ief, sustainablecom m un ity d evelop m en t and ju st ice and p eace-bui ld ing w or k in the n am e of Chr ist. M CC alsoseeks to bui ld b r idges to conn ect peop le and ideas across cul tur al , pol i t ical and econom icdivides.

Disaster relief

M CC cont in ues to m eet basic needs around th e globe, suppor t ing lo cal com m uni t ies and

churches by sendin g food o r m ater ial goods and f und ing oth er pr ojects in regions recoveringfro m w ar and disaste rs.

Sustainable com m uni t y developm entM CC w or ks alon gside local congr egation s and com m un it ies to seek lon g-ter m solu t io ns topover ty , hunger and po or h eal th. This inc ludes projects to ensure access to suf f ic ient fo od ,c lean w ater and q ual i ty educat ion and t o respond t o th e HIV and AIDS pande m ic.

Justice and peacebui ldin g

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Just ice and peaceb uildin g are at th e hear t o f M CC’s mission . M CC suppo rt s local peacem akers,congre gatio ns and com m un it ies in effo rt s in heal ing, reconci l iat io n and p eace, especial ly inregions tor n b y w ar or arm ed con f l ic t .Reasons for apply ing t o jo in InterAct ion: M CC w ants to learn f orm , and contr ibut e to , thiscoal it ion of l ike-m inded agencies, wi t h s imi lar values and pr ogram m ing. M CC has alreadypart icipated in conf erences and m eet ings organized b y InterAct ion , stay aw are of advocacyinit iat ives organized by Inte rAct io n, and ref ere nces th e PVO Stan dard s fo r M CC’s int ern al pol icyw or k. W e have been able to do al l these things w i tho ut becom ing a m em ber of Int erAct ion. W ew ant t o increase our en gagem ent b y of f ic ial ly becom ing a m em ber of Int erAct ion, wh ich is asubstant ial expense, because w e bel ieve in t he value o f pu bl ical ly com m it t ing to w ork ingtogether and learn ing together .

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Prospective Members in Pipeline

Food for the Hungry, Inc. (FH) $65,348,414$38,000

HALO Trust $21,111,407 $31,000

Population Council $56,093,647 $38,000

Population Services International $193,297,808 $44,000

World Institute on Disability $2,174,033 $3,262

Solar Electric Light Fund (SELF) $3,444,200 $5,167

Compassion International $520,412,682 $46,000

EngenderHealth $62,342,293 $38,000

Fair Trade $8,548,359 $12,822

Good Neighbors USA $3,731,294 $5,507

International Aid $2,660,395 $3,990

International Executive Service Corps $10,428,384 $15,642

Operation Smile $33,838,753 $34,000

Partners In Health (PIH) $145,388,285 $44,000

*Associate category member

Organization Total Expenses - GIK Estimated Dues

Center for Interfaith Action on Global Poverty (CIFA) $1,985,182 $2,977

Feed the Children $532,799,852 $46,000

LIVESTRONG $28,898,758 $31,000

Pure Water for the World $577,460 $2,000

GAVI Alliance* $1,273,082,279 $20,000

Glasswing International $314,307$2,000

ORBIS International $28,107,924$31,000

Catholic Medical Mission Board $28,309,941$31,000

Core Group $1,946,912$2,920

International Eye Foundation $1,350,035$2,025

SOS Children's Villages USA $5,733,077$8,600

The Alliance for the Prudent Use of Antibiotics $1,511,325$2,267

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August 9, 2012; Please notify apeskin@interact ion.org of changes

Int erAct ion Board M em bers Con t act List

CHAIR:

Kat hy Sp ahn Helen Keller In t ernat ional

Pr esid ent and CEO 352 Park Avenu e So u t h , Su it e 1200

New York , NY 10010

Phone: (646) 472-0326; Cell: (212) 300-6732

Fax: (212) 532-60 53

Em ail : [email protected]

Assistant : M iran da Hor aPhone: (646) 472-0346

Em ail : m hora@h ki.org

VICE CHA IR:

Neal Keny-Gu yer M ercy Cor ps

CEO 45 SW Ankeny St reet

Port land, OR 97204

Phone: (503) 896–5844

Em ail : nkg@m ercycorps.orgAssistant: Alexandra Gandolf

Phone: (503) 896–5844

Em ail : agandolf @m ercycorps.org

TREASURER:

Jo nat han Qu ick M an agem en t Scien ces fo r Healt h

Pr esid ent and CEO 784 M em or ial Dr ive

Cam brid ge, M A 02139

Phone: (617) 250-9396

Em ail : jqu ick@m sh.orgAssistant : Silvana Bou hlal

Phone: (617) 250-9261

Em ail : sbouh lal@m sh.org

Nan cy Aossey In t ernat ion al M ed ical Corps

Pr esid ent and CEO 1919 Sant a M onica Blvd ., Su i t e 400

Santa M onica, CA 90404

Phone: (310) 826-7800Em ail : naossey@InternationalM edicalCorps.org

Assistant : Juliet te M issirian

Em ail : jm issir ian@Int ernationalM edicalCorps.org

65



InterAct io n Board o f Dir ector s List , page 2


David Beckm ann Bread f or t h e W or ld

Pr esident 425 3 rd St reet SW , Suit e 120 0W ashingto n, DC 20024

Phone: (202) 688-1105

Em ail : dbeckm ann@b read.org

Assistant : Jam ie Thom as

Em ail : j t hom [email protected]

Nan Dale Act io n Again st Hun ger-USA

CEO 247 W est 37t h St reet , 10 t h Floor

New York City, NY 10018Phone: (212) 967-7800, ext. 106


Pape Gaye In t raHeal t h In t ernat io nal, Inc.

Pr esident an d CEO 6340 Quad ran gle Dr ive, Suit e 200

Chapel Hil l , NC 27517

Phone: (919) 313 9111

Em ail : pgaye@intraheal th.org

Assistant: Kimberly VitoloPhone: (919) 313 9147

Em ail : kv i to lo@intrahea l th .org

A nn e Lynam God dard Chi ldFun d In t ern at io n al

Pr esident an d CEO 2821 Em eryw o o d Par kw ay

P.O. Box 264 84

Richm ond, VA 23 261

Phone: (804) 756-2701

Em ail : agoddard@chi ldfund.orgAssistant: W endy Col l ins

Phone: (804) 756-2726

Em ail : w col l ins@chi ldfun d.org

Cin dy Hallber l in Go od 360

Pr esident an d CEO 1330 Brad dock Place, Su it e 600

Alexandria, VA 22314

Phone: (703) 836-2121

Em ail : c [email protected] : Vicki Dorsey

Phone: (703) 299-7570

Em ail : v [email protected]

66





Geo rge Ham ilt on In st i t u t e fo r Su st ain able Com m un it ies

Pr esident 535 St one Cu t t ers W ay

M ontp el ier , VT 05602Phone: (802) 229-2901


Assistant: Joan Beard

Phone: (802) 225-2946


Susan Hayes ReSu rge In t er nat io n al

Pr esident an d CEO 857 M au d e Avenu e

M oun tain View , CA 94043Phone: (650) 934-3320


Assistant : France Redm ayneEm ail : [email protected]

Sarah Holew insk i Cen t er fo r Civ i l ian s in Con f l ict (f o rm er ly CIVIC)

Execut ive Dir ect o r 1210 18 t h Street NW , 4t h f loor

W ashingto n, DC 20036

Phone: (202) 558-6958Em ail : sarah@civil iansinconfl ict.org

Assistant: Em ily Erfani

Em ail : Emi ly@civi l iansinconfl ict .org

Sar ah Degnan Kam bou In ter nat ion al Cent er fo r Resear ch on W o men

Pr esident 1120 20t h St r eet NW , Sui t e 500 N o r t h

W ashingto n, D.C. 200 36

Phone: (202) 742-1264

Em ail : skam bou@ icrw.orgAssistant: Amy Ruiz

Phone: (202) 742-1251


Rut h M essinger Am erican Jew ish W or ld Serv ice

Pr esident 45 W est 36 t h St reet , 11t h Floo r

New York City, NY 10018

Phone: (212) 792-2801

Em ail : rm essinger@ ajw s.orgAssistant: Ariel M oritz

Phone: (212) 792-2874

Em ail : am or i [email protected]

67





Caro lyn M i les Save t he Ch ild ren

Pr esident an d CEO 54 W il t on Ro ad

W estpo rt , CT 06880Phone: (203) 221-3795

Em ail : cmi les@savechi ldren.org

Assistant: Diane Brackett

Phone: (203) 221-4255

Em ail : dbrackett@savechi ldren.org

Jo hn Ar t hu r N unes Lu t heran W or ld Relief

Pr esident an d CEO 700 Ligh t St r eet

Baltim ore, M D 212 30Phone: (410) 230-2811

Em ail : jnunes@lw r .org

Assistant : Andr ea GreisePhone: (410) 230-2811

Em ail : agreise@lw r.org

Rob er t “ Rob” Rad t ke Ep isco pal Relief & Develo pm ent

Pr esident 815 2 nd Avenue

New York , NY 10017Phone: (212) 716-6029


Assistant: M ary Carr

Phone: (212) 716-6029Em ail : m carr@ er-d.org

Farsh ad Rast egar Rel ief In t ernat ion al

Pr esident an d CEO 5455 W ilsh ir e Blvd ., Sui t e 1280

Los Angeles, CA 900 36Phone: (310) 478-1200


Assistant: Jasmin Yu

Em ail : jasmin.yu@ri .org

Jo nat han Reckf ord Hab it at f or Hum anit y

CEO 270 Peacht ree St r eet , Su it e 1300

Atlant a, GA 30303Phone: (404) 962-3401

Em ail : j reckford@habi ta t .o rg

Assistant : Bonni e W atson

Phone: (404) 962-3402

Em ail : bwatson@habi ta t .o rg

68





W il liam “ Bi l l” Reese In t ern at ion al Yo ut h Fou ndat ion

Pr esident an d CEO 32 So ut h St reet , Su it e 500

Baltim ore, M D 212 02Phone: (410) 951-1573

Em ail : w.reese@iyfnet .o rg

Assistant : Hildegard Fino

Phone: (410) 951-1537

Em ail : H. f ino@iyfnet .o rg

Car t er Rob er t s W or ld W ild l i fe Fun d

Pr esident an d CEO 1250 24 t h Street, NW

W ashingto n, DC 20037Phone: (202) 495-4665

Em ail : carter .robert s@w w fus.org

Assistant : Patricia GvozdichPhone: (202) 495-4664

Em ail : Patricia.Gvozdich@ww fus.org

Tessie San M art in Plan In t ern at io n al USA

Pr esident an d CEO 1255 23 rd Str eet NW , Suit e 300

W ashingto n DC, 20037Phone: (202) 617-2300

Em ail : te ssie.sanm arti n@ planu sa.org

Executi ve Assistant : Nonyem Okolo

Phone: (202) 617-2254Em ail : [email protected]

Ron Sco nyers Physician s fo r Peace

Pr esident an d CEO 500 E. M ain St reet , Su it e 900

Norf olk, VA 23510Phone: (757) 625-7569, ext. 317


Assistant : Daw n Dik un

Phone: (757) 625-7569, ext. 321


Alison Sm it h In sideNGO

Execut ive Dir ect o r 19 So ut h Com p o Road

W estpo rt , CT 06880Phone: (203) 226-3650


Assistant : Elizabeth D eakins

Phone: (202) 509-0465


69





Tsehaye Tefer r a Et hio p ian Co m mu n it y Develop m ent Cou ncil

Pr esident an d CEO 901 Sou t h High lan d St reet

Ar l ington, VA 22204Phone: (703)-685-0510, ext. 203

Em ail : t [email protected]

Assistant: Senay Gebremedhin

Phone: (703) 685-0510, ext. 250


A dam W einb erg W or ld Learn ing

Pr esident an d CEO 1 Kip lin g Road

P.O. Box 676Bratt lebo ro, VT 05302-0676

Phone: (802) 258-3357

Em ail : adam.weinberg@wor ld learn ing .orgAssistant : Bet haney LaClair

Phone: (802) 258-3357

Em ail : Bethaney.lacla ir@world learning.org

David A. W eiss CHF In t er nat ional

Pr esident an d CEO 8601 Geor gia Aven ue, Su i t e 800

Silver Spr ing, M D 2091 0

Phone: (301) 585-1912

Em ail : dweiss@chfinternational .org

Assistant : M arisabel M athison-BoozerPhone: (301) 587-4700, ext. 1897

Em ail : M m athison-boozer@chfint ernation al .org

Sam W o r t h ingt on In t erAct io n

Pr esident an d CEO 1400 16 t h Street NW , Sui te 210

W ashingto n, DC 20036

Phone: (202) 552-6570

Em ail : swor th ing ton@interact ion .org

Assistant : Am anda Peskin / W ill M err ow

Em ail : apeskin@interact ion.orgw m e r r o w @i n te r a c t i o n .o r g

70



Elected: B o a r d M e m b e r s E nd of t enur e:

YEAR 2013 2014 2015 2016 2017 2018

2007 Anne Goddard , Chi ld Fund

In te rna t iona l

x

2007 Rob ert Radt ke, Episcopal Rel ief and

D eve lopment

x

2 00 7 Ro n Sco n ye r s, Ph y si ci an s f o r Pe ace x

2007 Tsehaye Teferra, Eth iopian Com m uni t y

Developm ent Counci l

x

2007 Kathy Spahn, Helen Kel ler Intern at ional

- BC, FC

x

2008 Car t er Ro b er t s, W o r ld W ild li fe Fu n d x

2009 W i l l iam "Bi l l" Reese, International

Youth Foundat ion

x

2009 Su san Hayes, ReSu r ge In t ern at io n al x

2009 Jon ath an "Jono" Quick, M SH -

Treasurer

x

2009 Far sh ad Rast egar , Rel ief In t ern at io n al x

2009 Jonat han Reckford, Habi tat forH umani ty

x

2009 Aliso n Sm it h , In sid eN GO x

2010 Nancy Aossey, International M edical

Corps

x

2010 David Beckm an n , Bread fo r t h e W o r ld x

2010 N an Dale, Act io n Again st Hu n ger US x

2010 George Hami l ton, Inst i tu te for

Sustainable Com m uni t ies

x

2010 Sarah Ho lew inski, Cent er fo r Civi l ians in

Confl ict

x

2010 Rut h M essinger, Am erican Jew ish

W or ld Service

x

2011 Pap e Gaye, In t raHealt h In t er n at io n al x

2011 Cin d y Hallb er l in , Go o d 360 x

2011 Neal Keny-Guyer, M ercy Cor ps - BV C x

2011 Jo h n N u n es, Lu t h eran W o r ld Rel ief x

2011 Tessie San M ar t in , Plan USA x

2011 Ad am W ein b erg, W o r ld Learn in g x

2012 Sarah Kam bo u, ICRW x

2012 Carolyn M iles, Save th e Childr en x

2012 David W eiss, CHF Int ern atio nal x

Sam W ort h ington , Int erAct ion, Ex-

of f ic io

Two con secut ive 3-year term s for BoD and one ad dit io nal 1-year term for cur rent ly seated; * * Of f icers

are assum ed and r ef lected in t he ‘ req uired to leave in’ year l is ted

71



BoardExecutive

C o m m i t te e

M em bership and

StandardsFin an ce No m inat in g Au dit

Kathy Spahn X - Ch air X

Tsehaye Tefer ra X

Jonathan Quick X X - Ch air X

Sam W or th ington ◊ X X X

W il l iam " Bi l l" Reese X X - Ch air

Robert Radtk e X

Jonathan Reckford X

Alison Smith X

Anne Goddard X - Chair

Cart er Robert s * *

Susan H ayes X X

Nancy Ao ssey X

David Beckm ann* *

Nan Dale X

Farshad Rast egar X

George Hamil to n X

Sarah Hol ew inski X

Ruth M essinger X - Chair

Ron Sconyers X

John Nunes X

Pape Gaye X

Cindy Hallberl in X

Adam Weinberg X

Neal Keny-Guyer X

Tessie San M artin X

Sarah Kambou X

Carolyn M iles X

David Weiss X

To t als: 28 6 7 8 6 7

* * No com m itt ee at th is t im e

◊ Ex-off icio

Last u p d at ed 8/ 17/ 2012

List of In ter Action Board o f Directo rs Com m itt ees, Sept em ber 2012

72



Board M eetin g Schedul e for 2012 - 2013Upd at ed July 16, 2012

2012 Board M eeti ng Dates

Tuesday, Sept em ber 11, 2012

1pm – 5pm

1400 16 t h Str eet N W - Suit e 210

W ashington DC 20036

Julia Vadala Taft Conf erence Room

Lunch w il l be served 11:30am – 1pmBoard dinner TBD

Tuesday, Decemb er 4, 2012

9am – 2pm

Chesapeake Beach Resort & Spa

4165 M ears Avenu e

Chesapeake Beach, M D 20732

Related Activities

W om en CEO Retr eat :

Decem ber 3, 10am – 9pm

CEO Retr eat :Decem ber 4, 3pm – 9pm



2013 Board M eeti ng Dates

Tuesday, February 26, 2013

1pm – 5pm

1400 16 t h Str eet N W - Suit e 210

W ashingto n DC 20036


Lunch wil l be served 11:30am – 1pmBoard dinner TBD

Sund ay, April 2 8, 2013

2pm – 6pm

Crystal Gateway M arriott

1700 Jeff erson Davis Highway

Arl ington, Virg in ia 22202

Room TBD

Related Activities

In terAct ion Forum :

Apri l 29 th rough M ay 1, 2013

Tuesday, Sept em ber 10, 2013

1pm-5pm1400 16 t h Str eet N W - Suit e 210

W ashingto n DC 20036


Lunch wil l be served 11:30am – 1pm

Board dinner TBD

W ednesday, Decem ber 4, 2013

9am – 3pm

Locati on TBD

Related Activities

W om en CEO Retr eat :

Decem ber 3

CEO Retr eat :

Decem ber 4 t hro ugh Decem ber 5

73











1

BYLAWS

OF

INTERACTION:

THE AMERICAN COUNCIL FOR VOLUNTARY INTERNATIONAL ACTION, INC.

As Adopted As of

December 10, 2008

ARTICLE I - Name

Section 1.01 Name. The Corporation shall be known as InterAction: The American Council for

Voluntary International Action, hereinafter known as the Corporation.

ARTICLE II - Members

Section 2.01. Who Shall be Members. The Corporation shall have two classes of members.Class A members shall have voting rights. Admission to Class A membership shall be by majority

vote of the Board of Directors. An organization may apply for Class A membership if it is exempt

from taxation under Section 501(a)of the Internal Revenue Code of 1986, as amended; has primary

purposes and work consistent with the purposes of the Corporation; and agrees to pay established

dues. Class B members shall have no voting rights. Admission to Class B membership shall be by

majority vote of the Board of Directors. An entity that is exempt from taxation under Section 501(a)

may apply for Class B membership if it has purposes and work consistent with the purposes of the

Corporation; and agrees to pay established dues. The Board of Directors may establish any

additional criteria for Class A and Class B membership.

Section 2.02 Dues. The Class A Members shall determine the appropriate dues for eachMember. The amount and structure of dues may be changed by a vote of the Class A Members.

Section 2.03 Resignation and Removal. Any Member after having fulfilled all obligations to

the Corporation may resign by written notice to the President/CEO of the Corporation (any such

resignation to take effect as specified therein, or if not so specified, upon receipt by the

President/CEO). Any Member may be removed or suspended at any time for failure to maintain the

77



2

standards and criteria for admission and continuing membership or for other cause by a two-thirds

(2/3) vote of the number of Directors then in office.

Section 2.04. Membership Meetings.

a. Representative. Each Class A Member shall appoint a duly-authorized representative to

represent it at meetings. The representative shall be the chief executive or the chief executive’s

designee (who must also be an employee of the Member). The President/CEO shall maintain a list

of Member representatives. The vote of a Member’s representative shall constitute the vote of the

Member. [Class B Members may appoint a duly-authorized representative to represent it at

meetings; however, the Class B member shall not have voting rights.]

b. Annual Meeting A meeting of the Class A Members of the Corporation shall be held

annually for the election of Directors and the transaction of such other business as may properly

come before the meeting on a date to be determined annually.

c. Special Meetings. Special meetings of the Class A Members may be called by the Board of

Directors and/or by the Chair of the Board. Special meetings may also be convened by ten percent(10%) of the Class A Members, who may in writing demand the call of a special meeting specifying

the date and month thereof, which shall not be less than two nor more than three months from the

date of such written demand. The President/CEO of the Corporation upon receiving the written

demand shall promptly give notice of such meeting or if he or she fails to do so within five days

thereafter, any Class A Member signing such demand may give such notice.

d. Place and Time of Meetings. Meetings of Class A Members may be held at such place and

at such hour as may be fixed in the notice of the meeting.

e. Notice of Annual and Special Meetings. Whenever Class A Members are required or

permitted to take any action at a meeting, written notice stating the place, day and hour of the

meeting, and, in the case of a special meeting, the purpose or purposes for which the meeting is

called, shall be delivered not less than ten (10) or more than fifty (50) days before the date of the

meeting, either personally or by mail, by or at the direction of the President, to each Class A

Member entitled to vote at such meeting. If mailed, official notice shall be deemed to be delivered

when deposited in the United States mail, postage prepaid, addressed to the Member at his address

as it appears on the records of the Corporation.

f. Waivers of Notice. Whenever notice is required to be given to any Member under any

provision of law, the Certificate of Incorporation or these Bylaws, a waiver in writing signed by the

Member entitled to such notice, whether before or after the time stated therein, shall be theequivalent to the giving of such notice. The presence of any Member at a meeting, in person or by

proxy, without objection to the lack of notice of the meeting, shall also waive notice by such

Member.

g. Quorum. One-quarter (1/4) of the Class A Members represented in person or by proxy

shall constitute a quorum at a meeting of Class A Members for the transaction of any business. The

Class A Members present at a duly-organized meeting may continue to do business until

78



3

adjournment, notwithstanding the withdrawal of enough Class A Members to leave less than a

quorum.

If a meeting cannot be organized because a quorum is not present, those present may

adjourn the meeting until a subsequent meeting at which quorum is present, when any business

may be transacted that may have been transacted at the meeting as originally called.

h. Vote. Each Class A Member shall have one (1) vote. Whenever any corporate action is to

be taken by vote of the Members, it shall, except as otherwise required by law or by the Certificate

of Incorporation, be authorized by a majority of the votes cast in person or by proxy at a meeting of

Class A Members.

i. Presiding Officer. At any meeting of the Members, if neither the Chair nor Vice-Chair of the

Board, nor the President/CEO, nor a person designated by the Board to preside at the meeting shall

be present, the Members present shall appoint a presiding officer for the meeting. The appointee of

the person presiding at the meeting shall act as secretary of the meeting.

2.05. Proxies. A Class A Member entitled to vote may vote in person or may authorizeanother person to act for such Member by proxy. No proxy shall be valid after the expiration of

eleven months from the date thereof unless otherwise provided in the proxy. Every proxy shall be

revocable at the pleasure of the Class A Member executing it, except as otherwise provided by law.

ARTICLE III - Board of Directors

Section 3.01. Authority of Directors. The Corporation shall be managed by its Board of

Directors.

Section 3.02. Number of Directors. The number of Directors constituting the entire Board

shall not be less than twenty two (22) or more than thirty (30). In addition, the CEO/President shallserve as an ex officio non-voting member of the Board of Directors. In no case may any decrease in

the number of Directors shorten the term of any incumbent Director.

Section 3.03. Eligibility of Directors Each Director shall be at least eighteen (18) years of age.

At least eighty percent (80%) of Directors must be the chief executives or other senior executives of

Class A Member organizations; however, in no event shall the number of member-representative

Directors be less than twenty-two (22). Up to twenty percent (20%) of the Board may consist of

persons of stature not affiliated with a Member of the Corporation who are known for their strong

commitment to and expertise in international relief and development, and who bring a broader

outside perspective or expertise to help InterAction achieve its mission. In their service to theBoard, Directors shall represent the interests of the Corporation as a whole.

Section 3.04. Election and Term of Directors. Directors shall be nominated by the Board from

a slate of candidates prepared by the Nominating Committee and shall be elected by the Class A

Members. The Nominating Committee shall endeavor to reflect the diverse range of the

Corporation’s membership in the slate of candidates for the Board.

79



4

Directors shall be divided into three classes, staggered by term, which shall be as near as

possible to equal in size. Except as provided in Section 3.05, Directors shall be elected to terms of

three (3) years. Directors shall continue in office until his or her successor is elected and qualified,

or until his or her death, resignation, or removal. A Director having served two (2) consecutive

terms is eligible for re-election to the Board only after having been off the Board for at least one (1)

year.

Section 3.05. Transitional Term of Directors. For the first class elected after amendment of

these Bylaws in 2002, the term of office of those Directors in Class One shall expire at the Annual

Meeting in 2004; the term of office of those Directors in Class Two will expire at the Annual Meeting

2005; and the term of office of those Directors in Class Three will expire at the Annual Meeting in

2006.

Section 3.06. Vacancies. If vacancies occur in the Board for any reason between annual

Membership meetings such that the number of Directors falls below twenty-two (22), vacancies

may be filled by the Board so that there are at least twenty-two (22) Directors. Such vacancies may

be filled by a vote of a majority of Directors then in office. All other vacancies shall be filled by the

Members at annual or special meetings. A Director elected to fill a vacancy shall be elected for theunexpired term of his or her predecessor in office. If the number of Directors is increased, the term

of a Director elected to such vacancy shall end at the same time as the term of other Directors in

that class.

Section 3.07. Compensation. With the exception of the President/CEO, Board members shall

not be compensated for serving on the Board, but may be reimbursed for actual expenses incurred

on behalf of the Corporation.

Section 3.08. Resignation & Removal. Any Director may resign from office at any time by

delivering a resignation in writing to the President/CEO. Such resignation shall take place at the

time specified therein, and unless otherwise specified, no acceptance of such resignation shall be

necessary to make it effective.

Any or all of the Directors may be removed, with or without cause, by action of the Board,

provided that fourteen (14) days prior notice is given of the proposed removal.

The seat of any Director whose affiliation with a Member ceases shall automatically become

vacant on the 30th day following the last day of his or her affiliation with that Member.

Section 3.09. Meetings. Meetings of the Board of Directors, annual, regular or special, may

be held at any place as may be fixed by the Board from time to time or as shall be specified in therespective notice or waivers of notice thereof. There shall be three regular meetings per year in

addition to an annual Meeting of the Board for the appointment of Officers. The Annual Meeting of

the Board shall be held at the same place and as soon after the holding of the Annual Meeting of

the Members as is practicable. The Board may fix times and places for regular meetings of the

Board. No official notice of Annual or regular meetings need be given. Special meetings, subject to

the notice requirements below, may be called at any time by the Chair of the Board of Directors

upon his or her own authority and upon written petition to the Chair of twenty percent (20%) of the

Directors. At the discretion of the Chair, one of the three regular meetings of the Board may be held

80



5

by conference telephone or similar communications equipment, so long as Directors participating in

such meeting are able to hear one another at the same time.

Section 3.10. Notice. Reasonable advance notice for special meetings shall be given to all

Directors who have not waived such notice stating the date, place and hour of the special meeting.

A notice need not state the purpose of any meeting of the Board. Notice of any meeting need not

be given to any Director who submits a signed waiver of notice before or after the meeting, or who

attends the meeting without protesting, prior thereto or at its commencement, the lack of notice.

Section 3.11. Quorum. Unless a greater proportion is required by law, one-third (1/3) of the

entire Board of Directors shall constitute a quorum for the transaction of business.

Section 3.12. Action by the Board. Except as otherwise provided by law or by these Bylaws,

the vote of a majority of the Directors present at a meeting at the time of the vote, if a quorum is

present shall be the act of the Board. Public policy positions of the Corporation shall be established

by a two-thirds (2/3) vote of the Directors present at a meeting, provided there is a quorum

present. A majority of the Directors present whether or not a quorum is present may adjourn a

meeting of the Board to another time or place. Notice of any adjournment of a meeting shall begiven to the Directors who were not present at the time of the adjournment and, unless such time

and place was announced at the meeting, to the other Directors.

Section 3.13. Action Without a Meeting. Any action required or permitted to be taken at a

meeting of the Board may be taken without a meeting if all the members of the Board consent in

writing to the adoption of a resolution authorizing such action. Each resolution so adopted and the

written consents thereto by members of the Board shall be filed with the minutes of the

proceedings of the Board. Such consents shall have the same force and effect as a unanimous vote

of the Board.

Section 3.14. Board Committees.

a. Executive Committee The Executive Committee of the Board of Directors shall consist of

seven (7) Directors plus the President/CEO, who shall serve as an ex-officio nonvoting member of

the Executive Committee. The seven Directors on the Executive Committee shall include the Chair,

Vice Chair and Treasurer and four at-large members nominated by the Chair and elected by the

Board. The Executive Committee shall have all of the authority of the Board to the fullest extent

permitted by applicable law and shall meet between meetings of the Board at such times and places

as may be fixed by the Chair. The Executive Committee shall take such actions as are necessary

between meetings of the Board. All members of the Executive Committee shall serve in their

individual capacities so long as they maintain their affiliations with the respective Memberorganizations.

b. Standing Governance Committees. The Board may establish standing governance

committees. The Chair shall nominate and the Board of Directors shall elect from among the

Directors, the Chair and at least two (2) members to each standing governance committee. A

quorum shall be a majority of the Directors on the committee. The Board may establish such

procedures to govern their activities, and delegate to them such authority as may be necessary or

desirable for the efficient management of the property, affairs, business, and/or activities of the

Corporation.

81



6

There shall be at least three such standing governance committees: Nominating, Standards

and Membership, and Finance. The duties and responsibilities of these committees shall include,

but not be limited to, the following:

1 Nominating Committee. Recommend criteria for Director selection, identify and screen

prospective nominees and recommend slates of Director nominees to the Board; recommend slates

of officer nominees for the full Board’s approval; review with each Director their participation,

attendance and interest in serving on the Board before renominating them; design and implement a

board evaluation process.

2 Standards and Membership Committee. Recommend to the Board standards and guidelines

for the Corporation’s Members as well as establish other criteria for membership in the Corporation

above and beyond the standards and criteria already set for full Members in these Bylaws; oversee

processes for Members’ compliance with the standards and recommend any needed action to the

Board; recruit and review all new applications for membership and make recommendations to the

Board.

3 Finance Committee. Oversee financial management, integrity, and health of the

Corporation; review and recommend budgets; and review regular financial reports, annual audits,

financial policies and major financial decisions.

c. Authority. Each committee of the Board shall serve at the pleasure of the Board. Each

committee of the Board shall to the extent provided in these bylaws or the authorizing resolution

have all the authority of the Board. Notwithstanding the foregoing, the designation of any such

committee and the delegation thereto of authority shall not alone relieve any Director of his duty to

the Corporation under § 717 of the Not-for-Profit Corporation Law, and no such committee shall

have authority as to the following matters:

1 The submission to Members of any action requiring Members’ approval under the Not-for-

Profit Corporation Law.

2 The filling of vacancies in the Board of Directors or in any committee.

3 The amendment or repeal of the by-laws or the adoption of new by-laws.

4. The amendment or repeal of any resolution of the Board which by its terms shall not be so

amended or repealed.

Section 3.15. Other Committees. In addition to those committees authorized in Article IV,

other committees not having and exercising the authority of the Board in the management of the

Corporation may be designated by a resolution adopted by a majority of the Directors present at a

meeting at which a quorum is present. Such committees shall consist of at least two (2) individuals

who need not be Directors of the Corporation. The Chair or the President of the Corporation shall

appoint the members of such committees. Other committees shall have only the powersspecifically delegated to them by the Board and shall in no case have powers which are not

authorized for standing committees under the Not-for-Profit Corporation Law or these Bylaws.

ARTICLE IV - Program Committees

Section 4.01. Program Committees. There shall be such Program Committees as the Board of

Directors shall from time to time determine. The Board shall establish the broad areas of mandate,

82



7

scope of authority and responsibility and the broad policies and priorities that will guide the work of

the Program Committees. Membership on Program Committees shall be open to representatives

from any Member working in the program area. Such representatives need not be members of the

Board of Directors. Each Program Committee shall elect a Program Committee Chair or Co-Chairs

from among the members of such Committee. Each Program Committee shall conduct its activities

and govern its affairs in accord with such rules and procedures as it may adopt, subject to such

common guidelines and directives as the Board of Directors may from time to time adopt.

ARTICLE V - Officers

Section 5.01. Officers. The officers of the Corporation shall be the Chair, Vice-Chair,

Treasurer, and President/CEO. No person may hold two or more offices.

Section 5.02. Appointment of Officers; Terms of Office. The terms of the first class of officers

appointed after amendment of these Bylaws in September, 2002 shall expire at the Annual Meeting

in 2004. Thereafter, officers shall serve one (1) year terms. Directors shall continue in office until his

or her successor is elected and qualified, or until his or her death, resignation, or removal. The

Chair, Vice-Chair and the Treasurer shall be appointed by the Board at its annual meeting in eachyear that such positions have become vacant due to expiration of an officer's term. An Officer

having served three (3) consecutive terms shall be eligible for reappointment only after a one-year

break in service. Vacancies existing for any reason shall be filled by the Board for the remainder of

the unexpired term.

Section 5.03. Resignation. Resignations are effective upon receipt by the President/CEO of a

written notification.

Section 5.04. Removal. An officer may be removed by the Board at a meeting, or by action

in writing pursuant to Section 3.13 with or without cause. Removal without cause shall be

without prejudice to such person’s contract rights, if any, and the appointment of such person shall

not itself create contract rights.

Section 5.05. Powers and Duties of the Chair. The Chair shall have general charge and

supervision of the affairs of the Corporation. The Chair shall preside at all meetings of the Board.

The Chair shall perform such other duties as the Board may designate.

Section 5.06. Powers and Duties of the Vice-Chair. In the event that the Chair is absent or

unable to act, the Vice-Chair shall perform the duties and exercise the powers of the Chair.

Section 5.07. Powers and Duties of the Treasurer. Except as the Board shall otherwisedirect, the Treasurer shall have charge of all funds and securities of the Corporation and shall

deposit the same to the credit of the Corporation in such banks or depositories as the Board of

Directors may authorize. He or she shall keep or cause to be kept complete and accurate accounts

of receipts and disbursements of the Corporation, and whenever required by the Board, shall

render a statement of accounts. He or she shall at all reasonable times exhibit the books and

accounts to any officer or Director of the Corporation. The Treasurer shall have all such powers and

duties as generally are incident to the position of Treasurer or as may be assigned by the Chairs or

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8

by the Board. Except as prohibited by the law of the State of New York, the Treasurer may delegate

to the executive employees of the corporation day to day performance of these duties.

Section 5.08. Powers and Duties of the President/CEO. The President/CEO shall serve as the

Chief Executive Officer of the Corporation, and shall perform all duties customary to that office and

such other duties as may be prescribed by the Board from time to time. The President/CEO shall

supervise and control all of the affairs of the Corporation in accordance with policies and directives

approved by the Board. The President/CEO shall have the powers and perform the duties typically

performed by the Secretary.

Section 5.09. Agents and Employees. The Board may appoint agents and employees of the

Corporation who shall have such authority and perform such duties as may be prescribed by the

Board. The Board may remove any agent or employee at any time with or without cause. Removal

without cause shall be without prejudice to such person’s contract rights, if any, and the

appointment of such person shall not itself create contract rights.

ARTICLE VI - Compensation

Section 6.01. Compensation Policy. In establishing appropriate compensation levels,

whether as employees or under contractual arrangements, for an individual who is a Director,

officer, member of a committee with Board-delegated powers, or anyone else exercising substantial

influence over the Corporation, in addition to complying with any conflict of interest policy, the

Board or committee shall:

1 recuse/exclude members who receive directly or indirectly a substantial portion of their

income from the Corporation;

2 rely on appropriate comparative data, including comparable agreements in similar

organizations; compensation levels for similar positions in both exempt and taxable organizations;

and regional economic data; and

3 document the bases upon which it relies for its compensation determinations.

Section 6.02. Compensation Committee. The Board, may, if it chooses, establish a

compensation committee to set appropriate levels of compensation. A compensation committee

shall consist solely of disinterested persons with respect to the transaction in question and shall

follow the above-outlined procedures.

ARTICLE VII - Indemnification

The Corporation may indemnify any person, made, or threatened to be made, a party to anaction or proceeding other than one by or in the right of the Corporation to procure a judgment in

its favor, whether civil or criminal, by reason of the fact that such person or such person’s testator

or intestate is or was a Director or officer of the Corporation, or serves or served any other

corporation, partnership, joint venture trust, employee benefit plan or other enterprise in any

capacity at the request of the Corporation, and the Corporation may advance such person’s related

expenses, to the full extent permitted by law. The Corporation shall have the power to purchase

and maintain insurance to indemnify the Corporation and its Directors and officers to the full extent

such indemnification is permitted by law.

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9

In no case, however, shall the Corporation indemnify, reimburse, or insure any person for

any taxes imposed on such individual under chapter 42 of the Internal Revenue Code of 1986 (“the

Code”) as now in effect or as may hereafter be amended. Further, if at any time the Corporation is

deemed to be a private foundation within the meaning of section 509 of the Code then, during such

time, no payment shall be made under this article if such payment would constitute an act of self-

dealing or a taxable expenditure as defined in section 4941(d) or section 4945(d) respectively of the

Code. Moreover, the Corporation shall not indemnify, reimburse, or insure any person in any

instance where such indemnification, reimbursement or insurance is inconsistent with section 4958

of the code or any other provision of the code applicable to organizations described in section

501(c)(3) of the Code.

If any part of this Article shall be found in any action, suit, or proceeding to be invalid or

ineffective, the validity and effectiveness of the remaining parts shall not be affected.

ARTICLE VIII - Miscellaneous

Section 8.01. Fiscal Year. The fiscal year of the Corporation shall be January 1 December 31

but may be changed by resolution of the Board.

Section 8.02. Checks, Notes, Contracts. The Board of Directors shall determine from time to

time who shall be authorized to sign on its behalf checks, notes, drafts, acceptances, bills of

exchange, and other orders or obligations for the payment of money; to enter into contracts; or to

execute and deliver other documents and instruments. No individual shall be authorized to bind the

Corporation to any obligation unless expressly authorized by the Board.

Section 8.03. Deposits and Accounts. All funds of the Corporation, not otherwise employed,

shall be deposited from time to time in general or special accounts in such banks, trust companies,

or other depositories as the Board or any committee to which such authority has been delegated by

the Board may select, or as may be selected by any officer or officers or agent or agents of theCorporation, to whom such power may from time to time be delegated by the Board. For the

purpose of deposit and for the purpose of collection for that account of the Corporation, checks,

drafts, and other orders of the Corporation may be endorsed, assigned, and delivered on behalf of

the Corporation by any officer or agent of the Corporation.

Section 8.04. Purchase, Sale, Mortgage and Lease of Real Property. No purchase of real

property shall be made by the Corporation and the Corporation shall not sell, mortgage or lease its

real property unless authorized by the vote of two-thirds (2/3) of the entire Board, provided,

however, that if the entire Board consists of twenty-one (21) or more Directors, the vote of a

majority of the entire Board shall be sufficient.

Section 8.05. Recordkeeping. The Corporation shall keep at its principal place of business 1)

correct and complete books and records of accounts; 2) minutes of the proceedings of Membership

and the Board meetings, reflecting at a minimum the names of those in attendance, any resolutions

passed and the outcomes of any votes taken; and 3) a current list of record containing the names

and address of all Members, Directors, and officers of the Corporation.

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10

Section 8.06. Reports to the Members. The President and Treasurer of the Corporation shall

present at the annual meeting of the Members a report, verified by the President and Treasurer, or

certified by an independent public or certified public accountant or a firm of such accountants

selected by the Board, showing in appropriate detail the following:

1 The assets and liabilities, including the trust funds, of the Corporation as of the end of a

twelve month fiscal period terminating not more than six months prior to said meeting.

2 The principal changes in assets and liabilities, including trust funds, during said fiscal period.

3 The revenue or receipts of the Corporation, both unrestricted and restricted to particular

purposes during said fiscal period.

4 The expenses or disbursements of the Corporation, for both general and restricted

purposes, during said fiscal period.

This report shall be filed with the minutes of the annual meeting of the Board of Directors.

ARTICLE IX - Conflicts of Interest

The Board shall by resolution adopt a conflict of interest policy applicable to officers,

Directors, members of committees of the Board, and employees, that shall define conflicts of

interest (including competing financial interests or fiduciary duties), require that conflicts be

disclosed and the conflicted person be recused from any decision-making with regard to the matter.

ARTICLE X - Amendment of Bylaws

These Bylaws may be amended or repealed by a vote of the Membership present at a

meeting in person or by proxy, provided fourteen (14) days prior notice is given of the proposed

amendment.

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2011-2014 Goal

InterAction will champion a bold agenda for decreasing poverty, upholdinghuman rights, safeguarding a sustainable planet, and ensuring human dignity for

poor and vulnerable populations.

2012 STRATEGIES AND OBJECTIVES

St rategy 1 Promoting a unified action agenda to influence the pol icies and approaches of

the U.S. governm ent, m ul t i lat eral and U.N. inst i t ut ions, foundat ions, and corporat io ns.

Object ives Ini t iat ives Out com es

1.1 U.S. Government Funding

Robu st U.S. governm ent

funding of the Internat ionalAf fa i rs budget , w i th anem phasis on h um ani tar ian andpover ty- focused developmen tassistance.

Executive level m eetings wi t h keym em ber s of Con gress andadministrat ion off ic ials.

Funding recommendat iondocum ents and oth er wr i t t enprodu cts produ ced anddisseminated.

Regular education al and lobb yingvisits t o Capit ol Hil l .

Core InterAction accountsprotected f rom dispropor t ionatecuts in a very austere bu dgetenv i ronm ent .

1.2 U.S. Gover nm ent Policies

and Practices

U.S. governm ent pol ic ies and

pract ices, part icular ly tho sefocused on aid e ffect iven ess,align m or e closely wit hInterAct ion’srecomm endat ions.

Engage officials from USAID, theStat e Departm ent , Congress andot her relevan t agencies at m ul t ip le

levels, thro ugh var ious channelsand throu gh InterAct ion prod ucts .

Key issues for en gagem ent includ eaid eff ect iveness and refor m ,counter - ter ro r ism rest r ic t ions andregulat io ns affect ing hum ani tar ianact ion.

M em ber s and all ies are engaged todevelop com m on G8/ G20 p osi t ionsto inf luence Wh i te House, Stat e,Treasury, USAID and other

appropr iate agencies.

Engage m em ber organizat ions tom ob il ize in re spon se to key issuesabove and wo rk f rom com m onm essages.

USG off ic ials are pro vided w i thgood an alysis and t ake act ion onInterAct ion recom m endat ions on

key issues.

Inte rAction m em bers m ob i l ized t oengage on aid ef fect iveness andrefo rm , count er- ter ror ismrestr ict ions and regulat ionsaffect in g hum ani tar ian act ion .

US Governm ent revises posi t ionsbased on Inter Action’ s G8/ G20advocacy.

Inte rAction m essages are adopt edby m em bers and incorporated inm ainstre am and o th er m edia.

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InterAction will champion a bold agenda for decreasing poverty,upholding human rights, safeguarding a sustainable planet, and

ensuring human dignity for poor and vulnerable populations.

2011-2014

St rategy 1 Promoting a unified action agenda to influence the pol icies and approaches ofthe U.S. governm ent, m ul t i lat eral and U.N. inst i t ut ions, foundat ions, and corporat io ns.

Object ives Ini t iat ives Out com es

1.3 M ultilateral Organizations,

internat ional and inter-agency

f o ra

The po l ic ies and p ract ices oftarget ed m ul t i late ralorganizat ions bet t er a l ign w i thInterAct ion’srecomm endat ions.

Ensure act ive m em berengagemen t in ef fec t iveInter Agency Stee r ingCom m itt ee (IASC) ref or mprocesses.

Engage off ic ials fro m t argetedm ul t i late ral or ganizat ion s, includingth e W or ld Bank, Of f ice for th eCoord inat io n of Hum ani tar ianAf fa i rs (OCHA), Uni ted Nat ions HighCom m ission er fo r Refu gees(UNHCR) and ot her UN en ti t ies atm ul t ip le levels, and d istr ib ut eInterAct ion produ cts.

Deepen and cont inue InterAct ion’sro le and lead ership in IASC.

Engage wit h th e W or ld Bank t oinf luen ce the civ i l society suppo rtfaci l ity an d social accoun tabi l i t ye f fo r t .

M ul t i lat eral organizat ion o ff ic ialstake act ion on recom m endat ions,in part icular those regardinghum ani tar ian p ol icy and pract ice,including context-speci f icconcerns, th em at ic issues and th ehum ani tar ian system archi tectu re.

In n ext lar ge scale em ergen cy, UNagencies and NGOs field anddep loy ski lled leader s resul t in g int im ely and m ore effect iveresponse.

Interact ion’s whole of soc iety andequi ty perspectives are ref lectedin t he W orld Bank’s new CSOoutreach.

1.4 Corpo rat ion sPartnerships and col laborat ionsbetw een In te r Act i on m em ber sand t argeted corporat ions areincreased in al ignm ent w i thInter Action values andstandards.

Establ ish t he Int erAction BusinessCoun ci l , i ts funct io n and b usinessm odel , an d secure spon sor ingorganizat ions.

Con ven e cou ncil m em ber s andInte rAction m em bers.

Develop a com m on and in tegrat edcorpo rate en gagem ent strategy.

Coun ci l created t o faci l i tate jointvision of m ut ual effect iveness andaccountabi l i ty .

W ith select b usinesses engagearound a cr i t i ca l developm entissue to ide nt i fy shared pr ior i t iesbetw een corporat e and NGOsecto rs and det erm ine selectpartnership pr inciples.

1.5 Foundat ions

Foun dat ions’ pract ices infunding indirect costs supportth e bui lding of m ore effe ct iveand sustainable or ganizat ions.

Par tner w i th Br idgespan to up dateand expand research on thestarvat ion cycle for InterAct ionm em ber s. Recru it al l ies (fou nd atio nadvisors, tho ught leaders) asadvocates.

Organize mem bers to advocatebased on research f indin gs andcom m on talk ing po int s about issuescreated b y the starvat ion cycle.

InterAct ion m em bers speak wi t huni f ied voice on im pact o fstarvat ion cycle.

Dialogue on subject shi f ts todiscussion o f develo pingorganizat ions th at are m oresustainable.

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2011-2014

St rategy 2 Raising the col lective role, prof i le and pow er of NGOs, by demo nstrat ing and

enhancing InterAct ion m emb er contr ib ut io ns, expert ise, impact, accountabi l i ty , andtransparency.

Ob ject ives In it iat ives Out co m es

2.1 Expertise/ Impact

Dem onstr ate an d in creaseaw areness of th e expert ise of ourm em ber s and of t he im pact ofthe i r w or k .

Observe, research anddocum ent shi f ts in t he NGOcom m uni t y w hich w i l l allow usto p rom ot e best pract ices(part icular ly in evaluat io n),advance innovativepar tnerships and prom ote

int ersect io ns am ong di f f erentsectors.

Pr ior i t ize key mem ber d ataset s and im pro ve dat acol lect ion and val idat ion.

Num ber of m em bers evaluat in g th eim pact of t heir w or k is incre ased.

Speci f ic wr i t ten or electronic“ pro duct s” th at elevate t he im pact ofm em ber s in part icular ar eas aredeveloped.

New syst em s and st and ards in placew i th in InterAct ion fo r aggregat ing andm aking p ub lic key dat a on m em be rs.

2.2 Transparen cy andAccountabi l i ty

Advance t ransparency no rm s inthe Int erAct ion comm uni ty ,including a fram ew ork t hatpro m ot es the shar ing ofappropr iate program andfinancial inform at ion – in a publ icand accessible m anner.

Strengthen the commi tment andcapacity of m em bers to enh ance,prom ote and enfor ceaccoun tab i l i ty pr inciples andm echan ism s.

Strength ening InterAct ion andi ts m em bers’ com m itm ent t otransparency andaccountabi l i ty, ensur ingconnectiv i ty and relevance to

our standards.

Engage the Board andm em be r CEOs to ad van ce anunders tanding of t he changingexpectat ions.

Seek out new par tners form apping wo rk to t ake ef for tto h igher level both in term sof resources and vis ibi l i ty.

M em bers indicate t hat th ey havem ade pr ogress in ado pt ingtransparency pr inciples into theirplans and have begun to app ly the IATIf ram ew ork.

Im pro ved t im el iness andcom preh ensiveness of info rm at ion oncrisis response l ist s.

Increase t ransparency b y m akingm em ber proj ect d ata avai lableth rou gh NGO Aid M ap.

M em bers de m onstrat e com m i tm entto transparency through increasedim pact in form at ion on th eir w ebsi tes.

New par tners and col laboratorsbecom e supp ort ers of and advocatesfor NGO transparency.

Inte rAction becom es a resource f orim pro ved pract ice on account abi l i tyfor p r ivate develop m ent acto rs ( longter m ) .

InterAct ion m em bers demon strateim pro ved und erstandin g of anadherence to new norm s aroundaccountabi l i ty ( long term ) .

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2011-2014

St rategy 2 Raising the col lective role, prof i le and pow er of NGOs, by demo nstrat ing andenhancing InterAct ion m emb er contr ib ut io ns, expert ise, impact, accountabi l i ty , and

transparency.


2.3 Collective Voice

Build o ur m em ber s’ voice andinf luence thro ugh ef for ts thatadvance coordin ated inform at ionsharing, collective capacity andm essagin g.

W i th Board, ident i fy areas forst rategic developm ent ofm em ber ship so as to b ring o nkey secto rs and or ganizat ion s.

W ork closely w i th m em berorganizat ions to craft com m onm essagin g.

Raise Int erAction ’s prof i lebot h w i t h media and v ia newpar tnerships w i thfound at ions, th ink- tanks andm edia or ganizat ion s.

Develop w ebsi te, socialm edia, and M ondayDevelopments to bet terinf or m and m obil ize m em ber sand exte rnal audiences.

Com po si t ion of Int erAct ionm em bership b ett er al igns wi thm ission and e nhan ces our capaci ty topur sue goals.

InterAct ion is bet t er pos it ioned t orespond coherent ly to oppor tuni t iesto advocate f or m ore ef fect ive U.S.developm ent and hum ani tar ianassistance and other issues of interestto our com m uni t y.

St rategy 3 Advancing inclusive approaches to development and country ow nership by

foster ing partnerships betw een InterAct ion m em bers and key stakeholders, including

governm ent s, U.N. agencies, global and lo cal civi l society, t he privat e sector an d ot her

actors.

Ob ject ives In it iat ives Ou t com es

3.1 Count ry Ow nership and Aid

Effectiveness

Advocate for a st rength ened and

reinvigorat ed U S NGO and USAIDpar tnership.

Provide soun d and relevantanalysis so t hat de cision m akerstake act ion on aid effect ivene ssand country ow nership thatincludes:

- w hole of soc iety par t icipat ion indeve l opm ent ;

- par tner sh i p w i th the U SN GO

com m uni ty.

Set u p and ru n a CEO taskforce on a id reform andeffect iveness that develops

recomm endat ions forim prov ing par t nership w i th ina Paris/ Busan f ram ew or k.

Deploy Inte rAction W orkingGroup expert ise andpart nerships (e.g. Feed t heFut ure, th e Yout h Al l iance,Public Policy Com m itt ee,Internat ional Forum ofPlat form s) to in form ou rposi t ions.

Stat e Dept. and U SAID are providedsound and relevant analysis and takeaction on m od els, m eth od s and

ben efi t s of c iv il society engagem ent asa key elem ent o f count ry ow nershipand developm ent ef fec t iveness.

NGO vision and ro le in cou nt ryow nership pract ices focused on localcapacity b ui lding is ref lected in USGini t iat ives.

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2011-2014

St rategy 2 Raising the col lective role, prof i le and pow er of NGOs, by demo nstrat ing andenhancing InterAct ion m emb er contr ib ut io ns, expert ise, impact, accountabi l i ty , and

transparency.


3.2 Local NGO Capacity

Prom ot e appro aches thatstr engt hen lo cal NGO capaci tyand suppor t a m ore prom inentrole f or U.S. NGOs in bu i lding th ecapacity of local partn ers( including local governm ent ,pr ivate secto r and civ il society) .

Incre ase USAID and Stat eDept . unders tanding of howUS NGOs can be a part ner t obui ld local NGO capaci ty.

Hold workshop foroperat ion al hum ani tar ianagencies on ho w tostrengt hen local civ i l society

in eme rgency respon se.

NGOs and USAID are provide d soun dand re levant analysis and t ake act ionw here appropr iate th at ref lects adeeper un derstanding of ef fec t iveappro aches to b ui lding local capaci ty.

Bet ter unders tanding and m odi f iedapproaches on p ar tner ing w i th local

inst i tu t io ns in em ergency response bym ajor o perat ional agencies.

3.3 Enabling Enviro nm ent

Prom ot e a policy, legal andregulatory env i ronm ent thatal low s NGOs to oper ate m orefreely and effect ively carry outthe i r w or k .

Advocate wi t h USG to:

- l imi t t he im pact of Partne rVet t ing;

-actively sup po rt CSO Space.

Engage in scan o f legalenviro nm ent on N GO space.

Explore viabi l i ty wi thm em ber s and con gression aloff ices of legislat ionm andat ing exem pt ions fro mcount er- ter ror m easures.

Partner Vet t ing is l imi t ed in scop e andpot ent ial negative im pact.

Advocat e w i th U SG off ic ials onchallen ges to CSO space in part icularcountr ies and si tuat ions.

Greater u nde rstanding b y m em bers

and al l ies of t hreat s to NGO space.

The Hu m anit arian Assistan ceFacil i tat io n Act int rod uced in Congress,pro viding a basis for fu r t her dialoguew i th t he adminis t rat ion on exem pt ionsf rom counter - ter ror m easures.

3.4 Private Development

Assistance

Increase th e leverage, coher enceand effe ct iveness of pr ivat edevelop m ent assistan ce byadvancing col lect ive thinkin gabout the context , actors , andstrat egic use of PDA.

Com pi le info rm at ion on th e

am oun t an d sources ofpr ivat e developm entassistan ce Int erActionm em ber s receive.

Dono rs, NGOs and pol icymaker s are

provided sound and relevant analysisand take act ion where appropr iat ethat ref lects a deeper unders tandingof t he ro le of pr ivate developm entassistance.

Increased recogni t ion in word andaction b y USG of th e cr i t icalcontr ibut ions of NGOs.

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2011-2014

St rategy 4 Bui ld ing InterAct ion’ s intern al system s to support f u l l implem entat ion of th estrat egic goal and strat egies.

Object ives In it iat ives Out co m es

4.1 Data M anagem ent

Stre ngth en dat a m anagemen tsyst em s to m axim ize th e abil i t yto ef fec t ive ly share inform at ionacross th e organizat ion.

Final ize develo pm ent of t heInterAct ion-wide database,inc luding integrat ion andsynchronizat ion of thedatab ase, th e em ai l system,and the w ebsi te.

Explore opt ions forintegrat ing cur rentconfere ncing system s toint egrate docum ent shar ingand audio.

The database is integrated wi th theem ai l system and t he w ebsi te. Theintranet is funct ioning effect ively or anal tern at ive opt ion is in place.

An effect ive conferen cing system t hatint egrates docum ent shar ing and aud iois avai lable to staff .

4.2 Inst i tu t iona l M emory

W or k t o system atize t heretent ion of o rganizat ionalinform at ion and staf f kn ow ledgeto increase eff ic iency.

Begin discussion of seniorm ana gem en t su ccessio nplanning.

Begin developm ent oforganizat ion-w ide no rm s forreta in ing know ledge dur ingstaf f turn over .

Develop an organizat io naldocum ent retent ion po l icy .

Senior staff have succession plans (longter m ) .

A plan is in place to guid e stafft rans i t ions and prov ide approp r iatekno w ledge tran sfer (long ter m ) .

A docum ent re ten t io n pol icy isdevelo ped an d im plem ent ed.

4.3 Hum an Resources

Estab l ish or up dat e personnelsyst em s.

Cont inue w ork t ow ardscom plet ion o f operat ionsm anu al.

Evaluate and up date th eexisting em ployee appraisalform and process.

Recruit a HR professional forthe f inance andadm inistrat io n team .

Com plete the u pdate of t he operat ionsm anu al.

A new em ployee app raisal for m an dpro cess are im plem ent ed dur ing the2012 appr aisal per io d.

An HR professional is hi red o n t he

f inance and adm inistrat ion t eam .

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2011-2014

St rategy 4 Bui ld ing InterAct ion’ s intern al system s to support f u l l implem entat ion of th estrat egic goal and strat egies.

Object ives In it iat ives Out co m es

4.4 Financial Sustainability and

Fundraising

Al ign our f in ancial andfun draising pro cesses w i th ou rstr ategic object ives and cont inuew ork to increase f inancialstabi l i ty.

Review stren gths ofInte rAction ’s business m odel .

Assess fundr aising w i th th ew ork out l ined in the 2011object ives and develop afun draising fram e t hatengages senior m anagem ent .

Col lect t he bud geted am oun tof m em ber ship d ues.

Diversi fy t he nu m ber o ffoundat i ons fund i ngInterAct ion and obta in newfun ding sources.

Int erAction ’s business m odel is up date dif ne cessary.

Fun draising is al igned wi t h th e wo rkout l ined in the 2012 o bject ives andef for t s a l igned w i th t he v iabil i ty ofexternal in terest .

A fund raising fram ew ork t hat en gagessenior m anagem ent is develope d.

Dues col lect ions have reached th ebudgeted am ount of $2,675,000.

Fun ding sour ces are diversi f ied.

Documents

FINAL InterAction Board Book - Sept. 2012 - w. Pg Numbers