1. Resource Management Group (RMG) CI Leadership Summit Discussion

2. Overview Overview of RMG (Charter, Membership) Example Tools for Analyzing Fundraising Success and Potential Field Program Fundraising Strategy: Madagascar HR Component of RMG Discussion

3. 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.

4. RMG Membership

5. RMG Immediate Actions Launch meeting (January) Charter Finalized (February) HR Management Metrics Defined (February) Fundraising Tracking and Evaluation System (March) Implement FIPPS Recommendation (March)

6. 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

7. 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.

8. Progress to Date: Bi-laterals

9. Untapped Potential

10. Field Fundraising Plan: Madagascar

11. Human Resources and RMG

12. HR and RMG Talent Management Team Metrics/Indicators/Goals Performance Appraisal Process Compensation Program Employee safety & security Training (across CI)

13. 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.

14. 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

15. Team Members Chair: Joy Gaddy Team Manager: Steve Edwards HQ CABS Representative Susan Stone, ITPI Catherine Yoon, Resources Jorge Ahumada, TEAM Rod Mast, Sojourns David Hess, Southeast Asia Bob Fine, IT Bob Reynolds, HR FIELD South Africa Representative Wensi, China Jessica Donovan, Liberia Alfred Naranjo, Ecuador Brazil Representative Elva Castino, Melanesia

16. 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.)