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 andBusiness 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 andBusiness 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 andBusiness DevelopmentApproach 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 andBusiness 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