Resource Management Group (RMG)

CI Leadership Summit Discussion

Overview

• Overview of RMG (Charter, Membership)

• Example Tools for Analyzing Fundraising Success and Potential

• Field Program Fundraising Strategy: Madagascar

• HR Component of RMG

• Discussion

Purpose

The RMG is responsible for guiding the long-term financial and human resource sustainability of CI and for meeting revenue targets for raising and/or using funds in accordance with existing and new institutional priorities.

The RMG also recommends the right investment

mix (corporate, public, unrestricted etc) for fundraising strategies and tracks efficiency and effectiveness of our fundraising efforts and approaches to human resource management.

RMG Membership

Niels CroneClaude GasconOlivier Langrand (Chair)Russ MittermeierPeter SeligmannKaren Ziffer

MembersJennifer Morris (co-chair) Barbara DiPietroJudy Agnew Joy GaddyJamie Bechtel Rod MastBruce Beehler Carlos Manuel RodriguezCarlos Bouchardet Adam SchoenbergOly Bracho Amelia SmithMichelle Brydges Lilian SpijkermanEric Coppenger Jorgen ThomsenBeth Wallace Sebastian Troeng

Sergio Furman

Ex-officio members (may attend group meetings of PMG, RMG and SMG)

RMG Immediate Actions

• Launch meeting (January)

• Charter Finalized (February)

• HR Management Metrics Defined (February)

• Fundraising Tracking and Evaluation System (March)

• Implement FIPPS Recommendation (March)

Fundraising Issues, Processes, Policies and Systems

(FIPPS)

Mission: Clarify head-office fundraising roles, responsibilities and processes, and --where appropriate -- propose changes for increased efficiency.

Three Core Working Groups:

- Priority Unfunded Needs - Access to Donors- Fundraising Process

FIPPS General Recommendations

– All Programs need a multi-year comprehensive fundraising strategy.

– Improve use of fundraising communication and tracking systems (e.g. Razors Edge)

– Improve effectiveness in tracking and solving Priority Unfunded Needs.

– Improve proposal development, review and grant management processes.

Bilateral Funding Total FY2000-FY2007

$16,973,549$17,073,956$19,923,263

$31,486,455$20,253,639

$30,524,781$34,195,549

$76,860,471

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

FY2000 FY2001 FY2002 FY2003 FY2004 FY2005 FY2006 FY2007

$

Progress to Date: Bi-laterals

Bilateral Funding FY2000-FY2007

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

10,000,000

AUS CAN DEN FIN FRA GER JAP NEZ NL NOR SPA SWI UK

$

FY2000 FY2001 FY2002 FY2003 FY2004 FY2005 FY2006 FY2007

France's contribution for FY2007 is $26M

Untapped Potential

Field Fundraising Plan: Madagascar

Human Resources and RMG

HR and RMG

•Talent Management Team•Metrics/Indicators/Goals•Performance Appraisal Process•Compensation Program•Employee safety & security•Training (across CI)

Talent Management Team Purpose

To develop an organizational approach to professional and career development that can be applied across the organization at all levels and to recommend actions, programs or functions that, when implemented, will support this approach.

Deliverables

• Recommendations related to:– Improving ways to find and hire good talent– Providing all staff with opportunities to

contribute, engage and advance professionally

– Retaining high performers– Succession planning in general, with a focus

on the highest levels of the organization

Team MembersChair: Joy GaddyTeam Manager: Steve Edwards

HQCABS RepresentativeSusan Stone, ITPICatherine Yoon, ResourcesJorge Ahumada, TEAMRod Mast, SojournsDavid Hess, Southeast AsiaBob Fine, ITBob Reynolds, HR

FIELD South Africa Representative Wensi, China

Jessica Donovan, LiberiaAlfred Naranjo, EcuadorBrazil RepresentativeElva Castino, Melanesia

Issues for Feedback

• What is needed at field level for developing more effective fundraising tools?

• Should we establish multi-purpose platforms (fundraising, policy, implementation etc) outside the US? If so, where? Europe, Asia, Middle East, Japan, Brazil (BRIC country nodes?)

• Are we equipped for effective country-level fundraising? (legal, human resource capacity etc) If not, how should we build this capacity?

• Can we build effective NGO fundraising partnerships? • Should CI strengthen its financially sustainability by focusing

more effort on fundraising for our endowment? • What other non-traditional fundraising should we be investing

in (if any)? (e.g. licensing programs, merchandising, consulting services etc.)