Indonesia Pacific Global Team Summary

Conservation strategy  Map conservation opportunities  Focus and consolidate in selected “scapes”  Four investment pathways, may be 3 more  Quality of implementation  Importance of monitoring (cons stewards)  Outcomes  Engagement process  Agreed exit strategy/discipline

Influencing policy and building capacity  Assist governments to deliver  Assist governments to find sustainable financing  Policies and capacities in the private sector

 Know the donor  Themes can integrate work and be attractive to donors  Multiple outcomes including development and the generation of profits  Always partner if possible In landscapes and seascapes

 Leadership / advocacy (internal & external/ high level representation  Finance  Communications  Partnerships (corporate, NGOs, science, key donors)  Policy, external relations (government, multilateral agencies, regional bodies)  Project support, fundraising support (media campaigns, community engagement and education activities, strategies to support RAPs and field activities)  Internal communications  Fundraising  US-based  Regional  HR  IT  Science and technical support (more later) NOTE: All functions should include a capacity building focus to build Programs Functions in Field Division

Programs in the Field Division  3 Programs  CI Indonesia- including Papua  PNG / SI / Vanuatu / Australia  PIP (BUT bear in mind geographic diversity and phase the Program is in - implications for operations)  2 Programs  Indonesia  Pacific  An Australia Program for branding  Programs to aspire to CBC–like goals, but field division too big and diverse to operate as a CBC

Identity and branding  At HQ level CI global, particularly for fund-raising  At local / country level building partnerships and collaborations needs a softer approach  Field Division – mix of both  Integrate into brand flagship success stories, conservation models which can be replicated. Who we are is integral to what we do (or are seen to do).  Lowest level of branding – Program level (CI Indonesia, PIP etc)  3 pillars approach has broad appeal – don’t reinvent the wheel. Build on strengths of CI corporate approach, engage HQ teams and peers to build communication strategy & and identity in the region.  CBC – internal operating guiding principles rather than an external brand, not least due to perceptions of dominance of a ‘centre’.

 There is not enough capacity in region  At FD level:  Regional hub provides outcome definitions plus other priorities…  Climate change expertise (mitigation & adaptation)  Social sciences  Monitoring and evaluation capability  Marine (fisheries) policy and strategy  Economics (sustainable development modelling, ecosystem services  Landuse (agriculture, forestry??)  Leverage partnership and build more eg CSIRO, Unis  Gain expertise and resources from HQ by building collaborations and maybe joint appointments  Use learning portals  Conferences – upskill & build networks  CI workshops on key issues for the region eg climate change, tourism Science and technical support

Fund-raising and Business Development  Covering core costs  good business management (recovering indirect costs) will increase our chances of unrestricted funds  make sure requests for unrestricted are as investments in sustainable growth & strategically aligned  clarify when Moore funding for operating costs will end  Coordinating and resourcing fund-raising for the region  coordination and communication is critical to prioritise effort  develop a divisional fund-raising and business development strategy – nested Program-level strategies  socialise strategy in Field Division (to streamline effort) & in HQ  build a support network for the field division within CI (not just fund-raisers but also technical staff)  corporates are a critical fund-raising target for the region – build CELB capacity to match opportunities to Field Divisions  dedicated fund-raising resource is needed in region - US targets addressed by HQ-based team

Fund-raising and Business Development  Broadening our donor profile (Australia, New Zealand, Asia, Europe)  impact of lack of local legal status on ability to access in-region funds (eg Australia, 3% CSR funds in Indonesia) -business case study is needed  collaborate rather than compete with other BINGOs  build alliances with corporates, complementary NGOs, CSIRO, community groups etc  Leverage CI’s co-investor role  Clarify eligibility for EU funds and tap into other European funds through country reps in region  Advantages and Disadvantages of Funding Targets  prioritise effort on easier targets (individuals, corporations, governments, foundations) to establish regional funding base whilst building relationships with the more complex targets  CEPF & GCF – important, need more proactive approach  Global Marine Fund – focus in Hawaii, not aligned with regional priorities. Suggest PMG reviews to get back on track.

Fund-raising and Business Development Approach to fund-raising  Use themes, focussing on regional strengths eg:  Climate change (mitigation & adaptation)  Island Biodiversity (Invasive species, endemics)  Mining (PNG, New Caledonia)  AZE sites (Region wide, Indonesia, Pacific Islands)  Marine issues  establish Program advisory boards (like CI Indonesia)  leverage CI board contacts  Capitialise on opportunities eg East Australia Hotspot launch, Pacific Roundtable for Nature Conservation meetings  RAPs need to be aligned to the regional strategic priorities rather than ad hoc or on demand  Sojourns – work with HQ team to develop a list of opportunities for the region

Fund-raising and Business Development Fundraising Tools  Communications materials  Tailored to fund-raising, themes, narrative summary, regional fact sheets, presentations etc  Newsletter for donors  All available through electronic node – consistent messages, high quality materials, professional approach  Branding/Identity  Use 3 pillars of CI: (human wellbeing, partnerships, science)  Website  Must meet both US fundraising and communications needs (not just the former)  In short-term develop a platform which provides the detail we need in an appropriate format, whilst working on adapting conservation.org

Where to from here?  Draft strategic plan/business plan  Ongoing role of GT  Report on GT to HQ  Presentation at annual planning  Revision and confirmation  Implementation