Transcript FY09 Annual Planning XXX Division

Center for Conservation
and Government
Annual Planning
FY08 Achievements and FY09 Plans
May 6, 2008
CCG Advisory Committee
Senior VP, CCG (OL)
CI-Japan
CI-BirdLife Policy Advisor
(Gary Allport)
Int’l Policy
Biodiversity Analyst (CS)
15% CCG
USG Affairs
Public Funding
Indigenous and
Traditional People
Initiative
Finance, Coordinator (RK)
Administrative Coordinator (CR)
Organizational Chart FY09 CCG Network
 France’s contribution to CI reached a record breaking $36.5 Million
 Submitted 8 proposals worth € 40 Million as a result of our good
relationship with KfW and the German Government.
 Restored a 35% proposed cut in funding to USAID’s international
biodiversity conservation programs from $108 Million to $165
Million.
 Successfully countered attempts to zero-out funding for the Global
Environment Facility in both the House and the Senate.
 Reduced deforestation and forest conservation included in the UN
Climate Convention’s “Bali Action Plan”.
 REDD technical negotiations agreed to consider both project-level
and national-level activities, and the role of carbon stocks.
 Adaptation Fund operationalized, with the GEF as the interim
managing entity
FY08 Achievements
 Public funding for forest mitigation activities greatly increased
 CI-Japan influenced revision of National Biodiversity Strategy, G8
summit
 CI-Japan developed private sector partnerships with Toyota
($1.7Million/3Y) Daikin ($450,000/3Y), Daiwa ($75,000K/6Y),
Mitsubishi Corp, Nissan, UCC
 ITPI involved in the development of a new category of protection,
“Indigenous Protected Area”
 Indigenous People and Climate Change Workshop at UNPFII with
120 participants from around the globe and a coalition under
construction
FY08 Achievements
Outcome 1: Global and regional/national policies include appropriate rules
and incentives for protecting and restoring ecosystems essential for
biodiversity and human well-being
Outcome 2: Existing and new international public funding mechanisms
prioritize biodiversity conservation in hotspots, HBWAs, and in bio-diverse
and threatened seascapes
Outcome 3: Robust standards and tools are adopted by the global
community that prioritize biodiversity conservation across a variety of
sectors (fisheries, trade, infrastructure, extractive industry, climate, water,
biofuels, etc)
FY09 Plan
Outcome 4: Existing and new public funding sources are being captured
to contribute to the Future for Life Campaign goal ($300 Million)
Outcome 5: Global and national policies, market and public funding
mechanisms, global standards/tools that prioritize biodiversity conservation
also take into account the rights, roles, and priorities of indigenous peoples
and local communities and ensure equitable sharing of benefits and costs
Outcome 6: CI's strategies and partnerships for conservation action
include the effective participation of indigenous peoples and local
communities in decision-making and implementation
Outcome 7: CI’s strategy in Japan revised and launched as follow up to
April 2008 PMG assessment. It includes expansion of climate change
work, scaling up private sector partnerships, developing new public funding,
kicking off Japan Hotspot initiative, and focusing all efforts towards 2010
CBD-COP10 in Nagoya.
FY09 Plan
CCG’s International Policy Division
Provides leadership and coordination of CI’s
international policy engagement.
Principal Functions:
 Influence political leaders;
 Participate in diverse and influential coalitions;
 Integrate biodiversity conservation into international
economic/development policy;
 Increased funding for biodiversity conservation;
 Identify innovative and new fundraising opportunities.
CCG’s International Policy Division
Issue:
 With the current staff capacity of 3 FTE, CCG’s International Policy Division
cannot effectively influence several of the major policy priorities of CI,
particularly in the climate change arena. CI has the most practical experience in
forest carbon mitigation and marine adaptation.
 On the adaptation side, CCG needs to promote ecosystem services as a viable
adaptation response as many of the key funding programs and priorities begin to be
defined
 Over the next few years, the WB multi-billion dollar climate funds, EU carbon
markets, and others.
Additional Needs:
 1 FTE Director for Climate Mitigation, focus on forests and biofuels (UNFCCC,
Climate Action Network)
 .5 FTE Manager for Climate Adaptation, shared with ITPI focus on ecosystem
based adaptation measures and funding
 .5 FTE Coordinator for Policy shared with USG policy – currently no designated
administrative support staff for policy program
CCG’s USG Affairs Program
Principal Functions:
CCG’s USG Affairs Program engages, educates
and aids U.S. policy makers to address threats
to biodiversity.
CCG’s USG Affairs Program
Issue:
 Need to increase our staff to maximize our leverage points and capitalize on
the wealth of opportunities with the USG. This need has increased
exponentially in recent months as climate change takes center stage and as
we look towards a new Administration and a new Congress.
Additional Needs:
 1 FTE Director for US Congressional Relations to focus on the U.S. government,
increase CI’s capacity to build relationships and share our science-based, solutionoriented approaches to conservation with the Administration.
 1 FTE Senior Manager to focus on the evolution of U.S. climate change legislation
– both regard to forest carbon and adaptation activities. This person will need to also
focus on biofuels, broader energy and farm bill policies that impact climate change
provisions as well as international conservation priorities.
 .5 FTE Coordinator for Policy shared with the International policy team for support
with administrative aspects.
CCG’s Public Funding Division
Assist CI’s field programs with identifying new
sources of funding and accessing bilateral
and multilateral funds through proposal
review, reporting and information sharing
Principal Functions:


increase the capacity in field programs through training on
multilateral and bilateral institutions and proposal writing
maintain the network and contacts with existing public donors

explore new relationships with public funding entities
CCG’s Public Funding Division
Issue:
With the current staff capacity CCG’s Public Funding cannot accommodate
all the programs needs in terms of access to public funds, has not the capacity to
review all proposals, lacks capacity to develop relationships with major actors
(WB, GEF, Asian Development Bank, African Development Bank, InterAmerican Development Bank) and is not working on building the fundraising
capacity of field programs.
Additional Needs:
 1 FTE Director for multilateral relations
 1 FTE Senior Manager Proposal Development
 1 FTE Senior Manager, capacity building, communication and proposal
development
CI-Japan
Mobilize financial, policy, and moral support from Japan
for CI’s global conservation efforts
Principal Functions:





Influence Japanese government policies on ODA, climate change and carbon
markets, and conservation
Raise funding for CI programs through private sector partnerships and public
funding
Influence Japanese corporations on their business strategies and practices
Raise public awareness on global biodiversity conservation and CI
Develop and strengthen networks amongst conservation groups in Japan
CI-Japan
Issue:
Need to strengthen capacity for operational management, i.e. finance,
HR, and IT in order to meet CI internal reporting requirements, as well as to
prepare for legal registration.
CI-Japan needs to expand office space in order to accommodate this minimum
addition and foreseeable expansion in near future.
Additional Needs:
 1 FTE Accountant currently working only part-time.
CCG’s Indigenous and Traditional Peoples
Initiative
Principal Functions:
CCG’s ITPI provides institution-wide leadership
and coordination on CI’s policy, collaboration,
interaction and fundraising with indigenous
people and conservation efforts.
CCG’s Indigenous and Traditional Peoples Initiative
Issue: With the current staff capacity ITPI cannot effectively influence new
priorities such as climate change and growing policy needs with respect to
indigenous people.
Additional Needs:
 0.5 FTE Manager, Climate Change Adaptation Policy focusing on indigenous issues
– position reports to International Policy, as well.
CCG Network
Principal Functions:
Coordinates all activities of CCG, provides a
financial and administrative support to CCG
network and prospect new policy and public
funding opportunities.
CCG Network
Issue: In order to increase the influence of CI in key policy issues
and engage with additional European partners, it is proposed to
establish a physical presence in Europe.
Additional Needs:
 1 FTE Director Europe as there is currently no staff presence in Europe.
 1 FTE Support Staff Europe
 1 FTE Senior Manager, International Policy Events
Potential Partners
Reasons for Partnership
Saudi Arabia –
Support needed
Catalyze technical and
National Commission financial partnership in
for Wildlife
Horn Of Africa and Red
Conservation and
Sea Marine Seascape +
Development
More
CABS, RPD, Global
Marine and CCG
Advisory Committee
UAE- Abu Dhabi
+ Emirates Wildlife
CABS, RPD, Global
Marine, President’s
Office and CCG
Advisory Committee
Society
Qatar – Al Wabra
Wildlife Preservation
Partnerships
Catalyze technical and
financial partnership for
work to be conducted
regionally and
internationally
Catalyze funding for
President’s Office,
species specific activities CABS and RPD.
across CI’s programs
Potential Partners
Reasons for Partnership
French Ministry of
Environment and
Infrastructure
Catalyze technical and financial President's office,
partnership at all levels
CABS, RPD, CFD
French Agency of
Marine Protected
Areas
Catalyze technical and financial CABS, RPD,
partnership in French territories Global Marine
(New Caledonia, Polynesia,
Antilles)
Le Plan Bleu
Catalyze technical support
CEPF, CABS, RPD
for regional and local project
in the Mediterranean basin
Fondation Albert
II de Monaco
Catalyze financial
partnership for work to be
conducted in Mediterranean
Partnerships
Support needed
CABS, RPD,
CEPF,
Development,
President’s Office
Potential Partners
Reasons for Partnership
Support needed
Germany –
Catalyze a global
Ministry of the
technical and financial
Environment/KfW partnership for field
programs and CEPF
RPD, Global
Marine, President’s
Office and CCG
Advisory Committee
Norway –
Ministry of the
Environment
Catalyze a global
technical and financial
partnership for forest
conservation and human
well being
CABS, RPD, Global
Marine, President’s
Office and CCG
Advisory Committee
Netherlands DGIS
Catalyze a financial
partnership for Guyana
Shield, CC readiness
and human well being
South America
program, RPD,
CABS, CCG
Advisory Committee
Partnerships
Potential Partners
Reasons for Partnership
Support needed
World Bank
Increase level of
partnership in Climate
Change activities
Policy, CABS, CFD,
President’s and
Chairman's Office,
CCG advisory
committee
European Union
Catalyze a technical and
financial partnership
focused on the
Economics of
Biodiversity Loss
CABS and RPD
GEF
Increase level of
partnership in Climate
Change
Policy, CABS, CFD,
President’s and
Chairman's Office,
CCG advisory
committee
Partnerships
Potential Partners
Reasons for Partnership
Support needed
African
Development
Bank
Catalyze a regional financial
partnership for environment,
human welfare and CC
Africa
program,
CABS, RPD
Asian
Development
Bank
Catalyze a regional financial
partnership on marine and CC
Marine, CABS,
CELB
Oxfam, World
Vision, Care
Develop stronger link with
CABS and
development, Payment for
RPD, CCBA
Ecosystem Services, additional
perspective for climate and in
relation with our work with
indigenous and local
communities
Partnerships
Potential Partners
Reason for Partnership
Birdlife Asia/Wild
Bird Society,
Japan Wildlife
Research Center
To coordinate to promote KBA Technical
for Japan Hotspot to be
assistance
undertaken by GOJ initiative
from CABS
WWF Japan,
IUCN Japan
Coordinate in
mobilizing/coordinating NGO
sector in prep for COP10
Technical
assistance
from CCG
Japan Gov –
Finance Ministry
Influence the use of the $10
Billion funding dedicated to
Climate Change to benefit
biodiversity conservation
CABS, CFD,
CCG Advisory
Committee
Academic
institutions and
local conservation
groups
Giant salamander pilot as
CABS
flagship initiative to promote
conservation in Japan towards
2010 COP10
Partnerships
Support needed
Potential Partners
Reason for Partnership
Support needed
Climate
Advocacy
(NRDC, EDF)
Legislative and legal
expertise – influence in USG
and International
negotiations given existing
relations with policymakers
Financial support
for roundtables w/
researchers &
negotiators
Think Tank /
Research (WRI,
Pew,
Universities)
Bring analytics targeted to
conservation needs to
policymakers from
“recognized source”
Collaboration with
CABS
Governments
(Brazil, China,
Colombia, Costa
Rica, Denmark,
Madagascar,
Mexico)
Strong influence in policy
making and funding
allocation; strong potential to
bring forward conservation
priorities
Coordination with
public funding and
Regional
Programs
Partnerships
Policy
ITPI
CI-Japan
CI Divisions
Public
Funding
CCGNetwork
CCG -Total
CABS
++++
++++
+++
++
+++
16/25
CELB
++
+++
+
++++
+
11/25
CFD
++++
++
+
+++
++++
14/25
Conservation
Strategies
++++
+++++
++++
++
+++
18/25
Finance
++
+
++
5/25
Global Comm.
++
++
++
+
+
7/25
Resources
+++
+
++++
Africa &
Madagascar
+++++
++++
+
Indo-Pacific
++++
+++
Mexico &
Central America
++++
South America
Southeast Asia
+++
11/25
++
++++
16/25
+
+++
+++
14/25
++++
++++
+
++
15/25
++++
++++
++++
++
++
16/25
+++++
++++
++++
+++++
+++
21/25
CCG Internal Relations
CCG’s Needs Summary
Additional Needs:












1 FTE Director, Climate Mitigation
1 FTE Manager, Adaptation Policy (Int’l policy & ITPI)
1 FTE Coordinator (Int’l Policy & US Policy)
1 FTE Director, US Congressional Relations
1 FTE Senior Manager, USG Climate Change
1 FTE Director, Multilateral Funding
1 FTE Senior Manager, Multilaterals
1 FTE Senior Manager, Capacity Building and Proposal Development
1 FTE Senior Manager, International Policy Events Planner
1 FTE Director Europe
1 FTE Support Staff Europe
1 FTE Accountant CI Japan
 TOTAL 12.0
CCG Advisory
Committee
Senior VP, CCG (OL)
CI-Japan
Int’l Policy
CI-BirdLife Policy Advisor
(Gary Allport)
Biodiversity Analyst (CS)
15% CCG
USG Affairs
Public Funding
ITPI
Finance, Coordinator
(RK)
New staff for CCG Network = 3
Administrative
Coordinator (CR)
Int’l Policy Events,
Senior Manager
Director
Europe Platform
Support Staff
- Denotes new position in FY09
- Denotes existing staff/position
- Denotes new
department in FY09
- Denotes department
Proposed Organizational Chart FY09
CCG Network
ITPI, VP and
Exec. Director
(KWP)
USG Affairs,
Senior Director
(LH)
Int’l Policy,
Director (LLP)
Infrastructure,
Senior Manager (LB)
Senior Advisor (SS)
Technical Advisor (TB)
US Congressional
Relations, Director
Funded by
20% Ordway,
80% Unrestricted
Marine, Manager
(RC)
Technical Advisor
(HR-T)
Climate Mitigation,
Director
Funded by CCBP
Coordinator (AW)
Climate Change,
Senior Manager
Funded by CCBP
Intern (CH)
Adaptation Policy,
Manager
½ ITPI, ½ Int’l Policy
Funded by CCBP
New staff for ITPI = .5
Coordinator
½
Int’l Policy, ½ USG
Funded by CCBP
New staff for Int’l Policy = 2
- Denotes new position in FY09
New staff for USG Affairs = 2.5
- Denotes existing staff/position
Proposed Organizational Charts FY09 –
International Policy, USG Affairs and ITPI
Public Funding,
Senior Director (LS)
Bilaterals (USG), Director (MD)
Bilaterals (USG), Senior Manager (PK)
Multilateral Funding
(WB, ADB, AFDB),
Director
Multilaterals, Senior Manager
Funded by CCBP
Multilaterals (GEF),
Director (JB)
French Government Liaison,
Senior Manager (MI)
New staff for Public Funding = 3
Capacity Building & Proposal
Development, Senior Manager
- Denotes new position in FY09
- Denotes existing staff/position
Proposed Organizational Charts FY09 –
Public Funding
Senior VP, CCG (OL)
Director, CI-Japan
(YH)
Coordinator (KY)
Associate (HT)
Associates
(YT/YN)
Finance Associate
(SH)
1 PTE to become 1 FTE for CI Japan
- Denotes new position in FY09
- Denotes existing staff/position
Proposed Organizational Chart FY09 –
CI-Japan
Regular
FY08 Board-approved # FT positions
budget
# PT positions
14.15*
Positions added in
FY08
7.0
FY09 Requested
# FT positions
Including CI Japan
5 IPTI
Mathilde Iweins
Yogi Natori
# PT positions
2.0
# FT positions
33.15*
Including CI Japan
# PT positions
1.0
* - 0.15 = Joint position with CABS, CELB, COMM and CCG
Headcount
Fixed-Term
Booked and Committed Public Funding FY05-FY11
FY08 Successes
30,000,000
25,000,000
$
20,000,000
$31,548,131
15,000,000
$24,048,011
$20,283,970
10,000,000
$19,121,969
$18,728,849
5,000,000
0
FY05
Booked
FY06
Booked
FY07
Booked
FY08 Booked
and Committed
Public Funding raised FY05 to FY11
FY09 - FY11
Committed
FY08 Successes
CCG FY Budgets
7,000,000
6,065,069
6,000,000
5,000,000
4,000,000
3,000,000
3,583,970
2,482,681
2,485,769
FY06
FY07
2,000,000
1,000,000
FY08
CCG Budget – FY06 to FY09
FY09
Division Total
FY08 Budget
CCG
Proposed FY09
Budget
% Growth
$3,583,970
$6,065,069
69%
06001 – U.S. Govt.
Affairs
$323,070
$677,615
110%
06002 – Int’l Policy
Initiatives
$380,539
$817,122
115%
06003 – CCG Network
Coordination
$740,960
$1,183,374
60%
06004 – Public Funding
$609,974
$1,019,617
67%
$17,240
$227,832
1,222%
$1,194,939
$1,697,287
42%
$312,248
$442,221
42%
Activity Area
06006 – CI Europe
06012 – ITPI
06005 CI-Japan
FY09 Budget Growth
Expense
Category
Salaries &
Benefits
FY08
Budget
% of
Total
FY09
Proposed
Budget
% of
Total
% Change
FY08 to
FY09
2,025,877 56.53%
3,131,697 51.63%
54.58%
Travel &
Conferences
683,861 19.08%
962,056 15.86%
40.68%
External Grants
185,000
5.16%
325,075
5.36%
75.72%
Occupancy
164,355
4.59%
257,346
4.24%
56.58%
Other Direct
Costs
524,877 14.65%
1,388,847 22.90%
164.60%
Total
3,583,970
6,065,069
69.23%
FY09 Budget Detail by Expense Category
Funding Source
GBMF
FY08
Budget
% of
Total
315,729
8.81%
FY09
Proposed
Budget
% of
Total
87,604
1.44%
11.52%
Individual
0
698,640
CEPF
0
0
Government
-72.25%
N/A
N/A
2.79%
46,116
0.76%
-53.94%
Foundation
1,984,823 55.38%
1,439,682
23. 74%
-27.47%
Corporate
0
79,470
1.31%
Other
100,116
% Change
FY08 to
FY09
N/A
73,831
2.06%
240,512
3.97%
225.76%
Shortfall
309,471
8.63%
2,655,980
43.79%
758.23%
Unrestricted
800,000 22.32%
817,065
13.47%
2.13%
Total
3,583,970
6,065,069
FY09 Budget Detail by Funding Source
69.23%