1. August 2, 2007 – Report on Executive Committee Retreat Objectives of the Executive Committee Retreat: To come to agreement on issues that remains unresolved in the planning process for Phase III To brainstorm indicators for measuring success for each strategy area for Phase III.

2. Purpose Statement for BPP The US Mexico Border Philanthropy Partnership improves the quality of life for residents living in the border region by working at the local, regional and transnational levels to:

3. Three Revised Strategies for A BPP Phase III Strategy 1: Collaborate and provide leadership on cross border programmatic issues of common concern Strategy 2: Work together to mobilize more and more effective philanthropic resources to address border issues Strategy 3: Strengthen the institutional capacity and promote the sustainability of Border Community Foundations

4. Operational Values The Executive Committee and the rest of the network have developed an initial number of values that they want to adhere to going forward. It is likely that a future governing body will add to these but for now the current membership has agreed that: BPP members will conduct their business as equal partners. The Partnership will be built on a foundation of mutual learning and respect, as demonstrated through trust, accountability and mutual responsibility. Partnership members will exhibit a strong commitment to the cross border collaborative nature of this network, including sensitivity to different cultures and language Partners will demonstrate interest in contributing to the development of border community foundations and border philanthropy, and a strong commitment to improving quality of life along the border

5. On Strategy 1: To collaborate and provide leadership on cross border programmatic issues of common concern AGREEMENT - Fold what was previously Strategy 4 (Provide leadership and influence public policy at the local, regional and transnational levels on issues that affect the border and border foundations) into Strategy 1 and the corresponding activities: Compile data and information and best practices on selected priority border issues (if needed, by hiring consultant to do so, and convening regional mtgs to gain buy in) Exchange information and learn together Identify and drive priority issues for the BPP, including measures of success (evaluation) Create and implement an action plan in priority area(s). Influence public decision making at local, regional and transnational levels such as education campaigns, joint grantmaking, and convening to encourage public debate and citizen participation. AGREEMENT - The future BPP should provide the umbrella structure to collaborate on programmatic issue(s) border wide, but that it should not dictate collaboration at a local/regional level.

6. Strategy 1 Continued: To collaborate and provide leadership on cross border programmatic issues of common concern AGREEMENT : The future BPP will have criteria by which it selects these programmatic issues. The Executive Committee identified some possible criteria: The issue needs to be a relevant cross border issue that has impact on other quality of life issues and aligns closely with the BPP mission The issue must be one where at least one strategy would be to strengthen civil society groups There must be likely/potential resources available to work on this issue in a sustainable way There must be a clear role for philanthropy and philanthropic actors It must be possible to establish clear goals for the BPP’s involvement

7. On Strategy 2: To work together to mobilize more and more effective philanthropic resources to address border issues AGREEMENT - Resource Mobilization for the future BPP should be clearly linked to the topic/s chosen through strategy 1. We want to decide 1 st what’s important and then find the partners needed to partner around these issues. Possible Activities could include: Jointly approach new and existing funders (corporate and others) for special opportunity grants (research international funders, parent companies of maquilas and make the ask as one entity) Increase grants (both grants from CFs to border communities, as well as grants from outside the region to border communities) Increase visibility through joint marketing, networking efforts (differentiate audiences and target marketing)

8. Strategy 2 continued: To work together to mobilize more and more effective philanthropic resources to address border issues AGREEMENT - The BPP could play any of the following roles when it comes to Resource Mobilization in the future. It should maintain flexibility, as long as it is focused on the programmatic goals of the BPP. 1.BPP could be lead and leverages the network to attract large gifts to the central entity, that could then be re-granted or redistributed (aka, one stop shopping for funders) 2. BPP facilitates or brokers grants to individual foundations, around the chosen topic/s.

9. On Strategy 3: Strengthen the institutional capacity and promote the sustainability of border community foundations AGREEMENT - The BPP could offer training and peer learning opportunities either face to face or virtually. It was agreed that one first step will be to map and assess the existing capacities and needs within the networks It was also agreed that technical assistance could be delivered in a variety of manners: directly from BPP staff or members, partnering with other entities to deliver training, or providing financial resources to BPP members to pick and choose training options within BPP training categories, but that cost effectiveness is key. Allocate TA resources on more of a needs basis. For example if learning communities continue to be held, some foundations may be required to pay their own way to the meetings, while others might be subsidized.

10. Strategy 3 continued: How to measure community foundation sustainability? Possible Indicators for Institutional Capacity and Sustainability: Some of the measures that the Executive Committee would like to put forward to potential funders and other BPP members are: 1.The foundation has a clear mission statement and strategic plan in place 2.Percentage of grantees, donors and other stakeholders who are satisfied with the CFs services and say that the CF’s mission is relevant to the community 3.Existence of transparent grantmaking policies/procedures and grant impact evaluation system in place 4.Degree of diversification of funding sources 5.Percentage of board members actively engaged in resource mobilization and program work 6.Existence of a 5-10 year sustainability business plan

11. Strategy 3 continued: Priority training/capacity building areas for border community foundations AGREEMENT - Priority areas of training/capacity building areas will be: 1.marketing and communications 2.resource mobilization and endowment building 3.leadership development (including individual and institutional) 4.convening and promotion of civic participation

12. On Structure and Business Planning Needs moving Forward Staffing/Operations: Independent (have its own governing board, mission, values and goals) EC has asked the International Community Foundation to play a leadership role during the next year to prepare the group for full independence and registration as a 501(C)(3) in the US, and possibly an A.C. in Mexico. If registration is not completed by July 2008, ICF has in principle agreed to incubate the new entity by serving as a fiscal sponsor and providing office space. Membership: 2 levels of membership. ACTUAL MEMBERS - border community foundations. (pay fees on a sliding scale and participate in all three BPP strategies and, usually recipients of capacity building services. BPP PARTNERS - Partners are philanthropic actors (national and international foundations, private/family foundations, corporations or corporate giving programs, or community foundations from outside the region) have an interest and commitment to the border region, and make a significant resource contribution (financial or in-kind) and participate in at least one of the BPP strategies. Possible third level of membership; “supporters,” “collaborators”, or “associate members,”: broader set of institutions who support the mission but who are not making a significant financial contribution and which are not philanthropic organizations. Like USMBHC and BTA

13. On Structure and Business Planning Needs moving Forward Governance: Under this scenario, the new BPP entity would have an independent cross-border Board of Directors made up of member organizations and other partners. Both Members and Partners would be eligible for seats, and we intend to establish by-laws that require that the board be comprised of at least 70% “member” organizations Programmatic capacity: With two dedicated staff people, the central coordinating role of the initiative will be limited but could include: Staff members could provide virtual networking assistance to member organizations Small travel fund could be available for members to visit each other's organizations; Organization of one border-wide meeting per year and one regional/programmatic meeting per year (with consultant support). Virtual communications around the one or two cross-border programmatic initiatives chosen Capacity building assistance provided in the most cost effective manner possible

14. Next Steps: August 2007 - Concept paper completed and circulated to EC September 25, 2007 - Funders and Executive Committee meeting at Ford Foundation headquarters – October - Proposal created and sent to full membership / funders December - Send out communication to the entire network and ask for commitment on to Phase III January – Registration process begins for new entities April 08 – bring to LC – will be necessary to have a thought group that presents issues to the larger group as a whole o Suggestion: Invite new BPP members to last LC o Work with Program Committee to look at process to determine border issues for the new BPP to focus on