Strategic Planning in Funbio

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Ferdinand James
8 years ago
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1 Strategic Planning in Funbio

2 Timeline ICR Plan for Funbio project: how to operate priorities in conservation GEF contract requirements New context in Funbio: new chairman of the Board need for additional resources ARPA program starts Plan for the institution: how to be permanent establish operational structure 62 projects New context in conservation growing institutional complexity dependence on ARPA

additional resources ARPA program starts Plan for the institution: how to be permanent establish

3 2006 changing context Before In 2006 GEF Matching funds 1:0,25 GEF Matching funds 3:1 Projects supported by donation resources Exclusive focus on financial intermediary (honest broker) Staff relatively simple and uniform Small, community based, single-issue projects Lower level of demand for results and financial sustainability Small, simple organizational structure with low/medium costs Projects supported by resources with specific demands for services Broader focus including engaging actors (hub), producing content (think tank) More complex, diverse and experienced staff profile Large scale, multi-agendas complex solutions Higher level of demand for results and financial sustainability large, complex organizational structure with medium/high costs No competition Branding and competitive positioning Insipred by: 21st century NGOS - SustainAbility

4 Growing institutional complexity Funds management Govs Protected Areas BINGOs Foundations Local NGOS EFs International Cooperation multilateral biletaral GEF Private sector national multinational

5 Growing institutional complexity Networking Fundraising Resource Mobilization Elaborate proposals Branding Evaluate opportunities Networking Capacity building Planning Asset management Design of funds and other financial mechanisms Financial instruments for PAs Procurement for PAs Program development Social mobilization Networking M&E Reporting Technical support

management Design of funds and other financial mechanisms Financial instruments for PAs

6 Business units in the market Financial mechanisms design Program management Sustainable services Applied knowledge

7 New model Old model New model Donations Investments Donations Services Investments Resources flow Endowment Endowment variation Relevance to biodiversity

8 2007 Strategic Plan recommendations Diversify sources 1. Reduce dependence on ARPA in general and diversify projects with the public sector 2. Diversify types of projects 3. Increase private sector participation Implement business Units 1. Restructure staff 2. Management tools

public sector 2. Diversify types of projects 3.

9 Reduce dependence on ARPA, diversify projects Mil R$ Capacitação RedLAC Gef Cerrado TFCA FMA RJ AFCoF II Juruti Polinizadores FMA Piloto AFCoF I Carteira Fauna Probio Fundo de Parceria (inclui FORD) ARPA

000 0 2007 2008 2009 2010 2011 Capacitação RedLAC Gef Cerrado TFCA FMA

10 Diversify sources antes Number of contracts Multilateral Bilateral Gov. Estadual ONG/Fundação Público/privado Privado

11 Restructuring staff and management tools - results Business units are now thematic units Climate change and clean energy Financial mechanisms Programs management Networks management 2007 Applied knowledge unit was not continued. All units do studies. Sustainable services unit was not created (no planned date) PMO Climate change and Clean Energy 2010 PMO Integrate projects among units. All units are responsible for the projects execution. Networks management Financial mechanisms PMO implemented PMO Programs management PMO

Sustainable services unit was not created (no planned date) PMO Climate change and Clean Energy 2010 PMO Integrate projects among

12 2011 Mission & Vision 1. Mission Provide strategic resources to biodiversity conservation 2. Vision: new wording Be the reference on making viable strategic resources and solutions to biodiversity conservation.

13 Values 3. Our Values: Transparence Ethics Effectiveness Receptiveness Impartiality Innovation

14 SWOT Analysis Strengths Strong brand Knowledge accumulated Governance Staff quality Threats Cost-price relation New competitors Market professionalization Changes in procurement Weaknesses Sales/ fundraising process Internal management Post-sale Opportunities Growing demand for services related to sustainability New agendas Customer management

procurement Weaknesses Sales/ fundraising process Internal management Post-sale

15 Funbio 2011 internal priorities 1. To have a segmented fundraising plan 2. To establish an agenda with each Board member 3. To develop an agenda about the private sector needs 4. To invest in structuring, capacity building and management of its staff 5. To have marketing tools based on consistent indicators

To develop an agenda about the private sector needs 4.

16 Conclusions 1. EFs should always combine a strengthening strategy with a greater impact strategy 2. It is worth planning when the context changes 3. Planning with the involvement of the team and spreading the strategy to the whole staff keep people aligned

17 Thank you Camila Monteiro Communication & Networks Manager

TERMS OF REFERENCE N 025/2015

TERMS OF REFERENCE N 025/2015 Ref: RedLAC CAFÉ Knowledge for Action Project Project K Specialist consultant(s) for content development and workshop moderation on the topic Negotiations with the private