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This Strategic Plan is a response to the crucial situation that the CCA is now in. The CCA must come out of its hiatus over the next 3 to 5 years or loose its viability completely. The CCA Board recognises the need to be clear and ambitious about our ‘strategic intent’ in order to more effectively pursue our re‐energised mission.
We seek to build on the core strengths cultivated within our institution for over 40 years.
We know from experience that by engaging with partners from every part of society we can create the change that is needed to conserve our natural and cultural heritage. This plan therefore signals our desire to create strategic partnerships to deliver our objectives which are three fold. First and foremost we will re‐energise the CCA so
that it can recapture its rightful place as the leading regional environmental NGO in the Caribbean. Our second and third objectives are to implement a selected number of strategic interventions aimed at strengthening the capacities of our NGO membership, and sensitizing our various publics to important issues that impact on their sustainable living; and re‐build and strengthen the CCA Secretariat so that it can serve its membership effectively and efficiently.
This Strategic Plan is a response to the crucial situation that the CCA is now in. The CCA must come out of its hiatus over the next 3 to 5 years or loose its viability completely. The CCA Board recognises the need to be clear and ambitious about our ‘strategic intent’ in order to more effectively pursue our re‐energised mission. We seek to build on the core strengths cultivated within our institution for over 40 years. We know from experience that by engaging with partners from every part of society we can create the change that is needed to conserve our natural and cultural heritage. This plan therefore signals our desire to create strategic partnerships to deliver our objectives which are three fold. First and foremost we will re‐energise the CCA so that it can recapture its rightful place as the leading regional environmental NGO in the Caribbean. Our second and third objectives are to implement a selected number of strategic interventions aimed at strengthening the capacities of our NGO membership, and sensitizing our various publics to important issues that impact on their sustainable living; and re‐build and strengthen the CCA Secretariat so that it can serve its membership effectively and efficiently.
CARIBBEAN CONSERVATION ASSOCIATION STRATEGIC PLAN: 2009 TO 2014 CHARTING A NEW DIRECTION Promoting Strategic Partnerships for Sustainable Living in the Caribbean CCARIBBEAN CONSERVATION ASSOCIATION STRATEGIC PLAN 2009 TO 2014 Prepared By Vasantha Chase, Ph.D., PMP April 2009 Financing for the preparation of the Strategic Plan was provided by the Caribbean Development Bank TABLE OF CONTENTS Message from CCA’s President CHARTING A NEW DIRECTION ii 1 5 6 7 9 11 12 12 13 13 14 14 15 16 17 22 23 24 30 31 36 36 37 38 I THE CCA AT A GLANCE II ABOUT THIS STRATEGY a. Our Method b. Environmental Scan c. Stakeholder Analysis (2009) d. The Problem Tree III OUR STRATEGIC INTENT a. Our Mission b. Our Vision C. Our Goals d. 2009 – 2015 Strategy: Key Elements e. Our Core values f. Strategy and Objectives g. 2009 – 2015 Strategy: Objectives and Key Milestones h LogFrame of the Strategy i. Work Breakdown Structure IV HOW WE GET THERE V WHAT WILL WE DO Vi OUR TIMELINE VII OUR BUDGET a. Schedule of Activities, Milestones and Performance Indicators a. Programme Costs b. Detailed Budget c. Detailed Budget by Line Item COVER PHOTO CREDIT: CARLEEN JULES Strategic Plan i Message from CCA’S President Charting A New Direction The Eastern Caribbean Conservation Conference that was held in 1965, in St. John’s, USVI, recognized the need for international planning and cooperation in meeting the conservation requirements of the region and concluded its deliberations by recommending the establishment of a regional body to help meet these needs. The conference paved the way for the founding of the Caribbean Conservation Association (CCA), which was subsequently formed in 1967 at an inaugural meeting in Grenada. In 1969, the CCA’s four‐year “Caribbean Conservation Programme” was launched; this marked the Associations’ first Strategic Plan. The ensuing years witnessed the establishment of a Secretariat for the Association which was initially located in the U.S. Virgin Islands. Now forty years later, with its headquarters based in Barbados, the Caribbean Conservation Association's membership is comprised of regional governments, Caribbean‐based non‐governmental organizations, non‐Caribbean Institutions, as well as individual, sponsoring and student members. The Association's activities have spanned five major programme areas: the formulation and promotion of environmental policies and strategies; information collection and dissemination services; promotion of public awareness and implementation of natural resource management projects. Since the beginning of this decade the CCA has, unfortunately, experienced escalating financial problems resulting from a myriad of issues. At this time, the CCA Secretariat has been reduced to a single staff member and temporary office space kindly provided by the Barbados National Trust. Membership has declined because of the inactivity of the Association; no programmes have been implemented since 2003; and the last AGM was held in 2006. Despite this hiatus, the CCA is regarded by all in the region to be still worthy of the original intentions of its founding fathers. This Strategic Plan is a response to the crucial situation that the CCA is now in. The CCA must come out of its hiatus over the next 3 to 5 years or loose its viability completely. The CCA Board recognises the need to be clear and ambitious about our ‘strategic intent’ in order to more effectively pursue our re‐energised mission. We seek to build on the core strengths cultivated within our institution for over 40 years. We know from experience that by engaging with partners from every part of society we can create the change that is needed to conserve our natural and cultural heritage. This plan therefore signals our desire to create strategic partnerships to deliver our objectives which are three fold. First and foremost we will re‐energise the CCA so that it can recapture its rightful place as the leading regional environmental NGO in the Caribbean. Our second and third objectives are to implement a selected number of strategic interventions aimed at strengthening the capacities of our NGO membership, and sensitizing our various publics to important issues that impact on their sustainable living; and re‐build and strengthen the CCA Secretariat so that it Strategic Plan ii can serve its membership effectively and efficiently. The support of the Caribbean Development Bank in financing this Strategic Plan and the planning workshop is very much appreciated. This Plan will be our blue‐print for the next 5 years. We have given ourselves till the end of March 2015 to put the CCA back in its rightful place in environmental management and sustainable development in the Caribbean. With the support of our multi‐talented membership and committed Board, and our sponsors and donors, we have no doubt that we will succeed in our objectives. Ermath Harrington President Strategic Plan iii Promoting Strategic Partnerships for Sustainable Living in the Caribbean I. THE CCA AT A GLANCE The Caribbean Conservation Association (CCA) was established in 1967 as a membership organisation that includes governments, non‐governmental organisations, and individuals interested in voicing civil society's concern for the state of the environment in the Caribbean region. According to the CCA , the Association’s website1 membership, in 1997, comprised of 20 regional governments, 86 Caribbean‐ based non‐governmental organizations, 17 non‐Caribbean Institutions, as well as individual, sponsoring and student members. According to the Association’s By‐Laws2 the Association is dedicated to promoting policies and practices which contribute to the conservation, protection and wise use of natural and cultural resources in order to enhance the quality of live for present and future generations. In its mission, the Caribbean Conservation Association seeks to establish partnerships with organizations and groups, which share common objectives. It’s stated intentions at the time of establishment was to focus attention on activities designed to anticipate and prevent, rather than react and cure. http://www.ccanet.net/history.shtml. Accessed on November 7 2008 2 Caribbean Conservation Association. The Companies Act. By‐Laws No 2. Original By Laws as of June 1975; First amendment as of September 1978; Second amendment as of September 1987; Third amendment as of August 1995. 1 The CCA is managed by a Board of Directors who are, according to the afore mentioned By Laws elected by the membership for a two year term. The daily activities are to be coordinated by the Executive Director and implemented by a core team of professional and administrative staff at the Secretariat in Barbados. The last Executive Director resigned from his post in 2006. This post is now being held by the former Public Education and Outreach Officer, who is the sole staff member at the Secretariat at the time of writing this Inception Report. The CCA has worked with and through its network of national focal points and collaboratively with other agencies involved in natural resources management in the Caribbean. To this end the CCA has collaborated with a range of agencies, and networked with a wide range of discussions lists which provided its membership with access to a large database on environmental and public policy issues for Caribbean communities. Over the years, the CCA has initiated, the compilation of environmental profiles for five countries within the Eastern Caribbean; .co‐sponsored, endorsed and funded a variety of regional conservation programmes, ranging from an endangered species research and conservation directed at the preservation of the Caribbean green turtle; and the development of a vibrant outreach programme in Environmental Education. 1 Strategic Plan Promoting Strategic Partnerships for Sustainable Living in the Caribbean The CCA's varied activities over the decades had resulted in the development of a repository of national and regional environmental information. The collection, which was particularly strong in unpublished Caribbean materials, included monographs, (books, manuals, conference proceedings, reference materials) journals, newsletters, reports, documents and audiovisual material. The last Annual General Meeting was held on February 2 and 3 2006, under the theme, “Accepting the Challenge”. This was the Association’s 39th AGM. No further AGMs have been held since then. Until a couple of years ago, the Association's activities had spanned five major programme areas: the formulation and promotion of environmental policies and strategies information collection and dissemination services promotion of public awareness through environmental education activities research about, support for, and implementation of natural resource management projects to foster sustainable development assistance for cultural patrimony programmes. The CCA has engaged in several planning exercises over the years, resulting in an Action Plan for 1992‐ 1997; the compilation of a Strategic Agenda for 1996‐1999; the development of an Institutional Strengthening Project that included an Action Plan during 1998‐1999; and a Strategic Plan workshop in 2000 to determine how the Action Plan should be implemented. There followed an hiatus during which CCA struggled to recover from the obligations incurred as a result of its support for the NGO component of the Small Island Developing States (SIDS) Conference. However, in June 2003, with a new team at the Secretariat determined to continue the trend of strategic planning, CCA brought together representatives of its membership and supporters to prepare a Five Year Plan of Action for the period of 2003‐2008. The Strategic Plan for 2003 to 2008 identified the Vision of the CCA as: “CCA will be a leader in empowering Caribbean Peoples for Sustainable Development”. The Mission Statement reads as follows: “To inform and influence decision‐ making to guide the region towards sustainable and equitable development thereby enhancing the quality of life of all Caribbean peoples.” The overall goal of that Strategic Plan was that the CCA will work to ensure that Caribbean Peoples’ voices and unique perspectives are brought into decision‐making for Sustainable Development in the region. As such, the Plan identified three inter‐related strategies to achieve its overall goal, inter alia: capacity building, networking and communication, and completion of existing activities. The Plan was probably too ambitious, having identified six strategic objectives to 2 Promoting Strategic Partnerships for Sustainable Living in the Caribbean accomplish, each of which had at least 4 different activities. It is estimated that less than 95% of the strategic objectives and activities identified in the Strategic Plan for 2003 to 2008 have been achieved. Despite the good intentions of the last Strategic Plan (2003 to 2008) and all such plans before it, the CCA’s immediate dilemma is how to pursue its mandate of guiding the region towards sustainable and equitable development while it struggles for survival. The CCA has been faced with (i) having had to rely on grant and project funding; (ii) increased competition from the establishment of new organizations and agencies in the field of environmental management; (iii) weak institutional capacity; and (iv) the need to provide meaningful services to its unique and diverse membership. Currently, CCA is in, what can be best described, a dormant phase. While the Association has a rather impressive membership on paper, the vast majority of this membership has become defunct through non‐payment of membership dues. This, together with the drying up of donor financing has resulted in the Secretariat being manned by a single staffer who, at the same time, has not been paid a salary for the last seven (7) months. In 2003, the CCA was much better off than it is now in that it had a larger staff compliment, and it had access to external programme funding. Questions are now being raised, not only about the viability of CCA, but also of its relevance. When the CCA was Strategic Plan established four decades ago, environmental issues were non‐existent or taboo in the region: Governments did not have any environmental Ministries or Departments; environmental groups were few and far in between; and the environment, as a sector, had not taken on the global proportions that it now has. At that time, environmental management was equated with conservation, and conservationists were, in general, regarded as obstructionists to development. The CCA gained prominence with Agenda 21 and the BPoA. However, as global environmental governance began gaining prominence, the CCA membership, at least its Government membership shifted its focus to global issues and MEAs rather than on national and cross boundary environmental problems and issues. A few years later, Caribbean nations began formulating their own environmental governance systems, leaving the CCA, once again, in the periphery. The challenges and difficulties posed in the implementation of the EU financed Caribbean Regional Environmental Programme (CREP) has also scared the CCA. Although the project was well intentioned, it was riddled with several institutional and technical difficulties that resulted in the project being terminated prematurely. The high water mark for NGOs in the wider Caribbean occurred a decade or more ago. The sums allotted to conservation then were greater and the effective engagement of locally‐ and 3 Promoting Strategic Partnerships for Sustainable Living in the Caribbean regionally‐based organizations in the management of those sums was greater shortly after the Rio Environmental Summit of 1992 and the 1994 Barbados Programme of Action for Small Island Developing States (SIDS) than any time before or after. Many environmental NGOs in the Caribbean — even those with long histories in the region — are now in precarious financial straits. Many people wonder how this could be, given lists of accomplishments and the good will that has been generally expressed for environmental programs over the past four decades. In the absence of open discussion of these issues, it is frequently assumed that these financial problems are the result of bad management and carelessness. While it is not the intention of this report to elucidate on those discussions, it is fair to say that the problems faced by the CCA are not a result of bad management or carelessness. The CCA has not kept apace with the evolution that has taken place in environmental governance at the national, regional and international levels. CCA’s current institutional weaknesses are the result of having to focus most of its efforts on survival. Another weakness is the Association’s reliance on grant and project funding thereby running the risk of competing with its own membership. The dependence on project funding, which by nature has very limited time span and focus, has also resulted in the lack of institutional capacity, inadequate staffing and funding, the lack of programme continuity and a clear, sustained focus. A CCA organised planning workshop in 2000 workshop also identified a further weakness: that CCA did not “blow its own horn” as much as it should, and that its achievements were therefore not well known on the global environmental scene, or even within the Caribbean Region. Another important issue that the CCA has to remedy is the disconnect between its Secretariat and its membership. This disconnect has now reached a point where membership dues are in arrears; annual general meetings are poorly attended; and members generally feel that the CCA does not exist. These are the internal realities that CCA has to face in defining its role and planning for the future. Fortunately, general consensus is that there is a role and function for the CCA in environmental governance in the Caribbean. To re‐position itself, the CCA has to o articulate a strategic agenda, strengthen itself internally, and improve its image and credibility, thereby reclaiming its leading role in environmental information, awareness‐raising and education. This re‐building has to take advantage of the strengths of CCA. Its very existence should be regarded as an area of strength: it has existed for almost forty years with a wide and diverse membership. Participants at the afore‐ 4 Strategic Plan Promoting Strategic Partnerships for Sustainable Living in the Caribbean mentioned Workshop in 2000 concluded that the main strength of CCA has been in its education and information components and in linking people together throughout the Caribbean. This regional, pan‐Caribbean membership has provided a networking mechanism for its membership on a variety of vital environmental issues affecting the Caribbean. The workshop participants also viewed the capabilities and environmental awareness of the CCA membership as an opportunity that had yet to be tapped fully. As it rethinks its role the CCA needs to build on its regional networking linkages and develop a sense of “group”, at the country level, by networking members in the country and promoting CCA activities at national level. Most importantly, the CCA needs to establish whether it is a conservation advocacy organisation – as were the intentions enshrined in its By‐Laws – or a project implementation unit. The evidence suggests that the CCA’s successes have been as a conservation advocacy organisation. It is however recognised that grant funding for niche areas, like environmental awareness raising, may not be sufficient to sustain the Association and its programmes. The Association has to build its internal strengths and capacities so that it is able to provide its membership organisations, particularly the national and other regional NGOs, with training, institutional strengthening, proposal development, and policy advocacy. For at least the next three (3) years while the CCA rebuilds and repositions itself, Strategic Plan there should be no attempt at project implementation, unless it is centred on education, training, and awareness, irrespective of the thematic area that it chooses to focus on. It is against the background described above that the CCA is now ready to develop a Strategic “Rescue” Plan that is designed to (i) re‐empower the CCA and its membership around a vision and work programme that reflects the current needs of the region; (ii) re‐ structure and re‐position the CCA so that it can reclaim its lead as the main regional environmental NGO in the Caribbean; and (iii) strengthen its capacities and its member NGOs so that education, training and awareness, and advocacy remain pivotal to any environmental issue. II. ABOUT THIS STRATEGY Our 2009 to 2015 Strategy described here encapsulates our immediate focus on re‐building the CCA, including its financial sustainability; re‐establishing a fully functional Secretariat; raising the CCA’s profile and credibility; and strengthening our capacities and those of our member NGOs so that we can effectively respond to the myriad environmental problems that face us in the region. As the CCA begins the task of re‐building itself, its approach will be built on a strong conviction of partnerships; practical solutions; and ideas that will lead to actions. Our work will be firmly entrenched in our philosophy that we 5 Promoting Strategic Partnerships for Sustainable Living in the Caribbean are concerned about the wellbeing and development of Caribbean people and their environment. The CCA will work tirelessly to be people‐focussed and remain true to its strong conviction that it has a role to play in the development of the Caribbean region. In the revitalized CCA we will ensure that the membership remains dynamic, enthusiastic and knowledgeable. a. Our Method The Strategy formulation benefitted from: □A review of environmental governance in the Caribbean and globally; □ A review of selected environmental NGOs that operate elsewhere in the world; □ A review of the CCA since 2003, including an environmental scan of internal and external environments in which the CCA operates; □ An evaluation of the various stakeholders with whom the CCA has partnered over the last few years; □ An analysis of an electronic survey that was conducted of 120 members3 in the existing membership list; □ Electronic exchanges with former staff members and other persons who had been intimately involved with the CCA; □ Discussions with the donor Community located in Barbados; and □ A two‐day planning workshop which brought together a cross section of the membership to validate the existing vision and mission statements 3 and to identify strategic interventions for inclusion in the Plan. The results of the environmental scan, the stakeholder analysis, and the problem tree analysis are provided in the following pages. The core problem that will be mitigated through this Strategy is the present dormancy of the CCA. This state has been brought about by poor governance of the Association; no technical capacity at the Secretariat; weak management; and a precarious financial situation, all of which are serious internal threats. These are compounded by the limited institutional and policy space available in the Caribbean for NGOs in general and environmental NGOs in particular. These problems have resulted in the CCA being, at the present time, an unsustainable organisation, with no national or regional presence and no programme implementation at all. The response rate was about 30% Strategic Plan 6 Promoting Strategic Partnerships for Sustainable Living in the Caribbean b. ENVIRONMENTAL SCAN INTERNAL ANALYSIS STRENGTHS • • • • • • • • • • • • • • • • • • • • • One of the oldest environmental NGOs in the region and was responsible for establishing a number of national environmental NGOs. Recognised as a “regional voice” for environmental issues. Membership Organisation managed by a Board of Directors. Broad membership extending throughout the English, French and Dutch speaking Caribbean. Unique and diverse membership which includes governments, individuals, NGOs and corporate sector. Repository of regional and national environmental information, including unpublished Caribbean material. The governance structure is ineffective. The composition and functions of the Board do not provide for effective leadership of the organisation. The By‐Laws are outdated and not compatible with the present trends in environmental governance at the national, regional and international levels. Disengaged membership. There is a disconnect between the membership, the Board and the Secretariat. Decision making is slow and protracted. No financial resources are available for the operations of the organisation. Membership dues are in arrears. The Secretariat is manned by one person. The Secretariat has inadequate and temporary office facilities. Present efforts are focused solely on survival of the organisation. Lack of strategic focus resulting from no funds or staff to implement Strategic Plan. No budgetary allocations for fund raising. The previous staff compliments did not include skills in fund raising. Over qualified staff leading to higher salaries and emoluments that the organisations could not maintain. WEAKNESSES Strategic Plan 7 Promoting Strategic Partnerships for Sustainable Living in the Caribbean EXTERNAL ANALYSIS OPPORTUNITIES • • • • • • • • Access to the collective knowledge assets of membership. Well situated to participate in national and regional policy formulation. Influence over a wide geographical area. Coordinate and facilitate national environmental NGOs to become effective advocates for sustainable development. Strategic partnerships with national NGOs and CBOs. Strategic partnerships with the regional corporate sector. Strategic partnerships with international NGOs. Multiple streams of resource mobilisation: membership dues, grant funds, sale of products, corporate sponsorship. Global recession and impact on grant and corporate funding to national and regional environmental NGOs. Funding from national budgetary allocations for environmental initiatives declines. Increased competition for limited grant funds from other national and regional environmental agencies. Impact of contracting national economies on sustainable resource management. Increased poverty in the region. Environmental degradation increases because of poor policies and untimely interventions. Environmental agencies are not eager to form strategic alliances. Increased influence of international environmental NGOs in the region. THREATS • • • • • • • • Strategic Plan 8 Promoting Strategic Partnerships for Sustainable Living in the Caribbean c. STAKEHOLDER ANALYSIS (2009) Individual members Executive Director National NGOs National Environmental Agencies Regional Environmental Agencies General Membership Government Members Sponsors Policy Formulation At the national and regional levels Participate in national fora At the national and regional levels Operational policies No discernable policies on environmental management Operational Mgmt. Financial Mgmt. Participates in regional policy for a when invited Provides policy guidance Officer in Charge in order to ensure that there is a presence in the Secretariat There are no funds to manage and no accounting staff to supervise No audited statements over the last few years Programme Mgmt. Programmes developed without input No execution of programmes since 2006 from CCA Approximately 90% of activities in 2003 to 2008 Strategic Plan not undertaken because of lack of funds Strategic Plan Board 9 Promoting Strategic Partnerships for Sustainable Living in the Caribbean Individual Members Awareness & Advocacy Proposal& Programme Development Undertaken at the regional level, usually with project funding – no coordination with the CCA On‐going activity at the level of the agency – no coordination with the CCA Undertaken at the national level, usually with project funding – no coordination with the CCA President developed proposal in 2008. Fund Raising AGM Very limited capacity for fund raising Participation has been declining Not members of the CCA No fund raising plan. No funds allocated for fund raising Reliance on grant funding and some sponsorship Not all members √ Strategic Plan Executive Director National NGOs National Environmental Agencies Regional Environmental Agencies General Membership Government Members Sponsors Board 10 Promoting Strategic Partnerships for Sustainable Living in the Caribbean d. PROBLEM TREE Unsustainable Organisation Decline in Membership Unpaid Debt Decline in Credibility Focus on Survival No National or Regional Presence No Programme Implementation No Strategic Focus No Staff No Funds EFFECTS CAUSES Dormant CCA Poor Governance Weak Management Precarious Financial Situation Limited Institutional and Policy Space for Caribbean NGOs Outdated By‐Laws Inadequate Procedures Decline in Donor Funding Limited role for Non State Actors in Caribbean Governance Influence of MEAs on National Environmental agendas Plethora of national, regional nd international environmental i Influence of International NGOs Ineffective Leadership Disconnect between Membership, Board, and the Secretariat Slow Decision Making Strategic Plan Highly qualified technical staff with inadequate management experience Inadequate Supervision of Secretariat by Board Financial Situation of Member Governments Uncollected Membership Dues 11 III. OUR STRATEGIC INTENT a. Our Mission The Caribbean Conservation Association was created forty‐two years ago with the goal of putting environmental issues on the international agenda. That foresight was informed by an understanding that the very nature of environmental issues in Small Island States required time…time to be understood by our leaders; time for the public to become engaged; time to respond to the environmental challenges with a blend of our indigenous knowledge and science; time for policies to be changed and adopted; and time for change. Time now seems an impossible luxury: neither focus nor urgency has yet materialized much less catalysed real changes in policy or behavior towards the environment. We recognise that over the years we have lost our credibility as a regional environmental agency. The CCA now needs to re‐build and strengthen so that it can re‐capture its rightful role as the premiere non‐governmental regional environmental organisation in the Caribbean. If the CCA misses this opportunity, it will never be able to rebound as the oldest and most diversified membership‐driven environmental NGO in the entire Caribbean. The CCA’s Strategic Plan for 2009 to 2014 is a response to this crucial moment. In this Plan we recognise the need to be clear and ambitious about our ‘strategic intent’ in order to more effectively pursue our mission. Our reconstructed Mission to remain an active partner in the sustainable management of the region’s natural resources; and to inform and influence decision making that guides the region towards sustainable and equitable development, will help us build on the core strengths that the CCA has cultivated over more than 40 years. We know from experience that by engaging with partners around ideas, analysis, and information we can create change. We will continue to work with organizations in every part of the Caribbean and elsewhere, and from every part of society—NGOs, governments, businesses, and academic institutions—whoever can create the change that is needed. This Strategic Plan also signals change. For the first three years of the Plan we will focus on re‐building the CCA and establishing an efficient and well managed Secretariat. We will also, incrementally, endeavour to implement a limited number of technical programmes aimed at creating public consciousness of the myriad environmental problems that face the islands and low‐lying countries in the Caribbean. In addition, we will focus our programmes on building the capacities of national and regional environmental NGOs so that they too can effectively become our strategic partners in fulfilling our vision of Strategic Plan 12 promoting the sustainable management of our region’s resources. We feel confident that by remaining focussed on the Action Plan that is a concomitant document to the Strategic Plan, we will be able to bring the CCA out of its present state dormancy and into a vibrant regional NGO in the Caribbean. environmental and developmental issues; and □ Synthesizing information about ongoing environmental and development initiatives in the region, in order to assess their and reveal gaps and future priorities; impact, identify lessons learned. b. Our Vision We envision a future of strategic alliances between governments, civil society, and the corporate sector in the sustainable management of the region’s resources. c. Our Goals In delivering this Strategy, the CCA will organise its work around three objectives, each supported by a portfolio of interventions which will be monitored and evaluated according to performance indicators. These objectives, individually and collectively will address the problem of CCA’s present dormancy and its effects on the organisation. By the end of 2014, the CCA will be re‐energised and strengthened to champion for Caribbean Peoples’ voices and unique perspectives to be brought into decision‐making for the sustainable management of the region’s resources. What does the Vision imply? □ That by engaging with partners around ideas, analysis, and information we can create change; □ We work with environmental organizations from every part of Caribbean society—NGOs, governments, businesses, and academic institutions—whoever can create the change that is needed. The primary steps associated with achieving this vision include □ Serving as a bridge between the national and regional/global levels, on environmental matters; □ Involving both governments and civil society, to organize multi‐ stakeholder forums; □ Facilitating communication, coordination, and information exchange among different actors in the region, through the establishment of specialist networks and other mechanisms; □ Providing a neutral platform for multi‐stakeholder dialogue on Strategic Plan 13 d. 2009 – 2015 Strategy: Key Elements The Strategic Plan will enable us to: • Strengthen the Association so that it becomes a lead regional environmental NGO in the Caribbean • Establish a Secretariat that is sufficiently staffed with appropriate skill sets • Introduce a management system that will allow for the efficient and effective running of the Secretariat • Sufficiently resource the Secretariat so that it becomes a viable entity. • Re‐energise the membership and create opportunities for them to participate in the work of the Association • Provide leadership to other national and regional environmental NGOs in the Caribbean • Educate, sensitise, and make the various Caribbean publics aware of selected environmental issues that impact on their quality of life and on the sustainable development of our region. e. Our Core Values Our core values have eroded with the near demise of the Association. We have however defined new core institutional values that will guide the CCA in its day to day work. These are not rules, but shared ideals and understanding that will bind CCA membership, staff and partners together; influence our goals; and inform our actions. Integrity… Honesty, truthfulness and openness must guide our work to ensure credibility and to re‐build trust. Urgency… We believe that change in human behavior is urgently needed to halt the accelerating rate of environmental deterioration in the Caribbean. Independence… Our effectiveness depends on work that is integrity, our pragmatism, and the quality of our work. As a nonprofit organisation, CCA must rely on trust. Partners must trust us to carry out joint projects; governments and sponsors must trust our ability to create solutions; and donors need to trust us to use their funds to advance sustainable environmental management. To safeguard this critical trust, CCA is committed to building up best practices in governance, accountability and transparency. We believe that our logo,” Promoting Strategic Partnerships for Sustainable Living in the Caribbean” is a unifying synthesis that captures CCA’s ambitions and forward movement. Its aim is to focus the Association on how to create a role for itself so that it can become a major regional player in environmental management in the Caribbean while providing a coordinating and facilitating platform for other like‐minded civil society Our impact will depend on our credibility, and our credibility has to be rooted in our independence, our Strategic Plan 14 organisations, governments and the private sector in the region. This Strategic Plan has an ambitious content which exceeds our current resources, but we believe we can play a modest role in achieving our vision within the next ten to fifteen years. f. Strategy Goals and Objectives There are three major defining characteristics of our Strategic Plan. Re‐positioning the CCA; Strategic interventions aimed at strengthening other environmental NGOS in the region; and creating and informed public that is sensitive to and responds appropriately to environmental and conservation issues in the region; and Institutional strengthening of the CCA so that it becomes a viable organisation. The CCA’s strategic intervention will be informed by the knowledge and firsthand insights we will acquire by working closely with national NGOs and community groups. In order to ensure two‐way exchange of ideas and information we will establish a national NGO Focal Point, in addition to the existing national government Focal Point, in each of our member countries. In addition, we will also establish Focal Points in partnering regional agencies. We will seek funding to ensure that we meet our Focal Points regularly and that all Focal Points are provided the opportunity to meet and exchange ideas at least twice during the life of the Strategic Plan. While always working towards achieving our vision, we will be grounded in economic reality, and the achievement of practical outcomes. Our ‘managing for results’ approach will hold us accountable for concrete results and will be reinforced by our renewed strategic intent. This Strategic Plan is focused around three objectives. These objectives and the activities that make them up provide the means to achieve the goal of this Plan. Each of the Objectives and their activities are described below in the following instruments: Objectives and Key Milestones Logical Framework Work Breakdown Structure Strategic Plan 15 g. 2009 ‐2014 Strategy: Objectives and Key Milestones The following Objectives and milestones are critical to the successful execution of the Strategic Plan. We intend to complete them no later than December 31, 2014: Objectives To strengthen the CCA so that it can regain its position as the premier regional environmental NGO in the Caribbean To strengthen the capacities of environmental NGOs in the Caribbean, and increase cooperation between them and with the CCA. Milestones CCA has a vibrant membership and competent staff; and effective governance and accountability by the end of March 2015 The CCA establishes an electronic network of national and regional Focal Points by March of 2011. The CCA establishes Directories of Environmental NGOs in the Caribbean; and funding sources for environmental NGOs no later than September 2010. Beginning from April 2011, at least 2 environmental NGOs are strengthened a year. To increase environmental awareness on a number of key A Public Awareness and Outreach Strategy (PAO) is developed and budgeted by March issues that impact on the sustainable use and management 2011. of natural resources in the Caribbean At least 50% of the financing for the PAO is sourced by December 2011. The remaining 50 % is sourced during the rest of the life of the Strategy. At least 80% of the Strategy is implemented by March 2015. To ensure efficient and effective operations of the CCA. Core compliment of staff is in place by March 2010. All administrative and financial procedures are in place and operational by March 2011. Communications protocols are established and fully operational by March 2011. A Marketing Strategy to promote the CCA is formulated and fully operational by March 2011. The CCA website is re‐designed and fully functional by March 2010. Funding is sourced to finance core compliment of staff and administrative expenses for the period 2009 to 2014 by December 2009. At least forty percent of funding for implementing programmes is secured by March 2011. Remaining programme funding is secured at the rate of at least twenty percent per annum until the end of this Plan. Strategic Plan 16 h. LogFrame of the Strategy Narrative Summary Principal Objective Expected Results Performance Indicators Sources of Verification CCA Annual Reports Reports from other agencies News Bulletins Risks and Assumptions There is no support for a regional environmental NGO from the Caribbean Governments and from sponsors who have traditionally financed environmental initiatives The lack of cohesion between the general membership, the Board and the Secretariat still persists The required budget for the implementation of this Strategy cannot be sourced The CCA is no longer considered to be a viable and/or necessary organisation to promote Impact Goal The CCA will be re‐energised and By March 2015 the CCA will Strengthen the CCA so that it can re‐capture its rightful role strengthened to champion for become the region’s leading as the premiere non‐ Caribbean peoples’ voices and environmental NGO governmental regional unique perspectives to be brought environmental organisation in into decision making for the sustainable management of the the Caribbean. region’s resources Strategic Plan 17 Narrative Summary Specific Objectives Expected Results Performance Indicators Sources of Verification Membership database Annual accounts of the CCA CCA Annual Reports New by‐laws Number of persons attending the CCA’s AGM Reports on the State of the Environment in the Caribbean and in individual countries UNEP’s Environmental Outlook Number of Public Awareness campaigns produced by the CCA and available in member countries Number of times Risks and Assumptions environmental management in the Caribbean The CCA membership approves the Strategic Plan in June 2009. The CCA Board is willing , committed, and ready to coordinate the implementation of the Strategic Plan Funding is available to finance a core staff and to re‐establish a Secretariat within 6 months of implementation of this Strategy. At least 80% of the budget necessary to implement this Strategy is sourced within 24 months of the beginning of implementation of the Strategy Outcomes Purpose By March 2015 the CCA has a Re‐position and strengthen the CCA has a vibrant membership competent core staff and competent staff; and compliment; the governance CCA effective governance and structure is improved with new accountability by‐laws; improved structure and terms of reference for the Board; new organisational structure which will allow for greater participation of the membership in the programmes of the CCA At least 40% of the budget is sourced by March 2011 and at least 20% of the remaining budget is sourced annually for the rest of the life of the Plan Implement Strategic Interventions aimed at – (a) Capacity building of environmental NGOs and CBOs in the Caribbean; and (b) Increasing environmental awareness through The overall management and operational effectiveness of environmental non‐governmental and community‐based organisations in the Caribbean is enhanced Environmental awareness is increased through the gathering, Beginning from April 2011, at least 2 environmental NGOs are strengthened a year. A Public Awareness and Outreach Strategy (PAO) is developed and budgeted by March 2011; and implementation begins by May 2011. At least 50% of the financing Strategic Plan 18 Narrative Summary gathering, processing, disseminating, and exchanging information on conservation, environmental and sustainable development issues in the Caribbean. Expected Results Performance Indicators for the PAO is sourced by December 2011. The remaining 50 % is sourced during the rest of the life of the Strategy. Core compliment of staff is in place by March 2010. A Marketing Strategy to promote the CCA is formulated and fully operational by March 2011. Funding is sourced to finance core compliment of staff and administrative expenses for the period 2009 to 2014 by December 2009. At least 40% of funding for implementing programmes is secured by March 2011. Remaining programme Sources of Verification media houses in each of the countries disseminate/air the PA campaign Reports on the impact of the PA campaigns Number of persons working at the CCA Secretariat for more than one year and their respective skill sets Reports on the implementation of the Marketing Strategy Technical Reports Risks and Assumptions The donor community is willing to provide funding for the administration of the CCA Secretariat. The CCA is able to generate income through its membership and through its vast document collection processing, dissemination and exchange of information on conservation, environmental and sustainable development issues. Undertake efficient and A well managed, effective and effective operations at the CCA efficient CCA Strategic Plan 19 Narrative Summary Expected Results Performance Indicators funding is secured at the rate of at least twenty percent per annum until the end of this Plan. Sources of Verification Risks and Assumptions Duration of Strategy: April 2009 – March 2014 Budget of Strategy: US$:2,820,122.00 Activities WBS 100 Institutional Strengthening Outputs • Effective governance and accountability • CCA has a vibrant membership and competent staff • Funding is available to finance a core staff and to implement at least 80% of the Strategic Plan A strategy to improve the governance of the CCA is developed and implemented by March 2011 CCA’s membership increases by at least 20% from its present membership. CCA Reports Summary of Conclusions and Recommendations NGO funding is not readily available for the Caribbean Funding is not available to implement the Strategy The CCA is not able to attract staff with the necessary skill sets to implement the Strategy Members of the CCA Board are not cooperative and do not have the wherewithal to implement the Strategy A core staff of Executive Director, Administrative Assistant, Accountant and office assistant is in place by March 2010 A Donors’ Conference is held by end 2009 and at least 50% of the budget for WBS 300 is raised. Strategic Plan 20 Narrative Summary Expected Results Performance Indicators Sources of Verification from the Conference CCA Reports Reports from other NGOs/CBOs News Bulletins Reports Technical Reports News Bulletins Media Reports Risks and Assumptions Mobilising the resources and re‐ establishing the Secretariat takes much longer than anticipated thereby impacting on the rate of delivery of this Strategy The Board and/or staff are not willing to follow the logical process established in this Strategy WBS200 Strategic Interventions • A strong and sufficiently resourced NGO and CBO community that can respond to the needs of its various stakeholders and that can participate fully in environmental decision making in the Caribbean Harmonised and coordinated joint actions and programmes aimed at improving the quality of the Caribbean environment An informed Caribbean public that is sensitive to and aware and responds appropriately to environmental and conservation issues in the region • • • Sound Administrative System Credible and viable human resources procedures A robust financial management system • • WBS 300 Corporate Services in the CCA At least 10 environmental NGOs/CBOs in the Caribbean benefit from technical and financial assistance provided by the CCA during the life of this Plan The CCA mobilises its membership to formulate at least 4 joint positions/actions on important environmental issues impacting the region during the life of this Plan There is quantifiable behavioural change, by 2015, in at least 2 countries, as a result of at least 1 of CCA’s awareness campaigns An Operational Manual of Operational Manual administrative, human resources and final management is in place and in use by March 2011 Strategic Plan 21 WBS 100 Institutional Strengthening 110 Governance WBS 200 Strategic Interventions 210 NGO Development WBS 300 Corporate Services in the CCA 310 Administration 120 Capacity Development 220 Communications 320 Financial Management 130 Resource Mobilisation 330 Information Management i. WORK BREAKDOWN STRUCTURE Strategic Plan 22 IV. HOW WE GET THERE In implementing the Strategy, the CCA will engage participation from all sectors of civil society, business, and government — getting information to those who need it, and promoting decision making that is The transparent and participatory. We seek solutions to environmental problems that can command public commitment and the political will needed to carry them out. We also want to achieve impact for our mission and our programmatic objectives. We will therefore learn to communicate W effectively with, and influence our audiences. We must also seek strategic partnerships with organisations whose goals reinforce CCA’s missions and programs. The three leading challenges facing the Association in the next five years are (1) resource mobilisation, (2) recruiting and retaining high quality and committed staff who will be willing to multi‐task and work under difficult conditions as the CCA undertakes to re‐build itself; and (3) re‐ creating an Association which is vibrant and dynamic and in which the membership, the Board and the Secretariat are in harmony. If the Plan is to be successful, the Board must support its implementation in several ways: The composition of the Board should be reviewed to ensure that members are skilled in the functions that they are expected to perform; Board members from member countries must ensure appropriate local action and impact; Board members should act as ambassadors for the CCA; and Board members must be willing to spearhead focused “mini fundraising campaigns” for key strategic initiatives in the plan. Help with messaging and packaging pieces of the plan or its entirety will also be needed; and The quality of CCA’s Board will be a selling point in attracting new staff to the CCA. As we grow, we will need the Board to help us recruit the best talent. Active Board engagement in CCA’s growth and success, and occasional mentoring of staff, will go a long way to making the CCA a rewarding place to work. The activities that have been included in the matrices below reflect the type of work that the CCA will have to undertake over the next five years in order to (i) recreate the CCA as a viable regional environmental NGO; (ii) implement a few but focussed strategic interventions which will contribute to strengthening the CCA and its member NGOs and CBOs; and (iii) re‐establish a CCA Secretariat that is technically sound, effective in its communications and is governed by sound administrative and financial processes. Strategic Plan 23 V. WHAT WE WILL DO WBS 100: Institutional Strengthening Objective: Re‐positioning and strengthening the CCA Outcome: The CCA has a vibrant membership and competent staff; and effective governance and accountability Outputs: Output I: Effective governance and accountability Output II: CCA has a vibrant membership and competent staff Output III: Funding is available to finance a core staff and to implement at least 80% of the Strategic Plan ACTIVITIES 110: Governance 111 Structures and Procedures 121 Repositioning Review and re‐design decision‐making structures, processes and mechanisms Review and amend By‐Laws to reflect redesigned decision making structures Develop Monitoring and Evaluation tools Develop HR policies, including salary scale, and associated emoluments, and performance evaluation procedures Hire, develop and retain competent staff, consultants and technical expertise from membership base Identify and establish MOUs with appropriate national NGOs and relevant regional agencies to act as CCA liaisons Acquire facilities that enables the CCA to service its members more effectively Negotiate new Headquarters Agreement with GoB, or any other member country, inclusive of Office Space Establish think tanks from membership for rigorous analyses of issues to generate better‐informed NGO positions on sustainable development in the Caribbean Establish regular fora for Caribbean NGOs to consult on key policy issues pertaining to environmental management, conservation and sustainable development Develop membership policy, including composition and dues Revise and update member database 120: Capacity Development 12.2 Membership Drive Strategic Plan 24 WBS 100: Institutional Strengthening Undertake membership drive: Develop material to inform members of new membership policies, including benefits of membership Update procedures for electronic collection of membership dues by the Secretariat Update membership forms Issue membership forms to persons and agencies in existing database Undertake new membership drive Formulate and implement Strategy for Corporate Membership Develop Training Strategy for CCA Staff and Board Develop Orientation Material for Staff and Board Members 123 Training and Education 131 Predictable Funding 130: Resource Mobilisation Diversify resource base and develop funding partnerships for multi‐year and core funding Design and implement fundraising and financial sustainability strategies: Develop funding partnerships for multi‐year and core funding. Develop collaborative mechanisms so that CCA activities can be jointly funded by other partners Establish a Trust Fund Develop protocols and templates for financial accountability, including regular financial reporting and annual audited statements 132 Financial Stewardship Strategic Plan 25 WBS 200: Strategic Interventions Objectives: To strengthen the capacities of environmental NGOs, and increase cooperation between them, so that they can impact on environmental decision making and the formation of environmental policy in the Caribbean. Outcomes: Outcome I: The overall management and operational effectiveness of environmental non‐governmental and community‐based organisations in the Caribbean is enhanced; Outcome II: Environmental awareness is increased through the gathering, processing, dissemination and exchange of information on conservation, environmental and sustainable development issues. Outputs: Outputs I: A strong and sufficiently resourced NGO and CBO community that can respond to the needs of its various stakeholders and that can participate fully in environmental decision making in the Caribbean. Outputs II: Harmonised and coordinated joint actions and programmes aimed at improving the quality of the Caribbean environment Outputs III: An informed Caribbean public that is sensitive to and aware and responds appropriately to environmental and conservation issues in the region ACTIVITIES 210: NGO Development 211. Networks Identify and Establish Focal Points in member countries and agencies Establish electronic networking of Focal Points By‐Annual Environmental NGO Conference and Exhibition Information products on Network Joint Projects Directory of Caribbean Environmental NGOs Database of international environmental NGOS Database of funding sources for environmental NGOs in the Caribbean Needs Assessment of environmental NGOs and CBOs in the Caribbean NGO/CBO Capacity Development Strategy 212. Databases 213. Capacity Development Strategic Plan 26 WBS 200: Strategic Interventions 214. Information Dissemination On‐line content sharing platform Environmental news and information Searchable database of members List of Media houses in the Caribbean Useful publications in PDF format Information about on‐going projects at national and regional levels Training on the use of the sharing platform by the members of the CCA e‐nets User manual on strategic uses of ICT for environmental NGOs Needs Assessment Formulation and implementation of multi‐media awareness strategy on: Protected Areas Climate Change Marine and Coastal Resources 2 Media and the Environment Conference during the life of the Plan CCA Award for environmental journalism Gap Analysis Coordinate and facilitate joint positions and representation 220 Communications 221. Public Awareness 222. Environmental Journalist Forum 223. Public Policy Advocacy Strategic Plan 27 WBS 300: Corporate Services in the CCA Objective: To undertake efficient and effective operations at the CCA Outcome: A well managed, effective and efficient CCA Outputs: Output I: Sound administrative system Output II: Credible and viable human resources procedures Output III: A robust financial management system Activities 310: Administration 311: Administrative Procedures Develop Administrative Procedures Manual Train staff in use of procedures Develop Operational Manual for AGMs Coordinate AGMs and other conferences and exhibitions Review and update personnel review and development system Train staff in the use of the system Develop protocol for preparing annual work plans for the Association and for individual staff members Develop protocols and templates for technical reports – quarterly and annual – based on performance indicators in Strategic Plan Prepare technical reports according to schedule in protocol Undertake financial management according to prescribed protocols and procedures Review and upgrade financial management software Develop budgets for annual work plans Facilitate and coordinate regular annual audits Facilitate resource mobilisation initiatives 312: Human Resource Procedures 313: Work Plans and Reports 320: Financial Management 330: Information Management Strategic Plan 28 WBS 300: Corporate Services in the CCA Establish Communications protocols Redesign website Formulate and Implement Marketing Strategy to promote CCA Review library collection and re‐establish information and documentation services Strategic Plan 29 The three work packages will be delivered as functional areas of the CCA Secretariat. The Executive Director will be responsible for coordination and facilitation and the activities included in WBS 100. S/he will be responsible for the effective and efficient operations of the CCA Secretariat. S/he will also coordinate the secretarial functions for the CCA’s Board. The Coordination and Facilitation Function will include, inter alia the preparation of annual work plans, and annual reports; coordinating annual general meetings of the CCA and of Board meetings; resource mobilisation, including hosting donor conferences and the preparation of proposals; and coordinating staff performance evaluation systems. The second functional area will encompass the activities in the Strategic Interventions work package. Under normal circumstances this functional area should be managed by two officers with one focusing on NGO Development and the other on Communications. Unfortunately, resources will be very limited as this Strategic Plan gets off the ground and in all likelihoods one officer will be responsible for both NGO development and for Communications, at least for the first 2 years. The Corporate Services function is a cross cutting function that will service the other two functions. will need the funds and we will need the staff. If we do not succeed in implementing the short term objective, then there is the likelihood that we will loose the CCA completely. The urgency of obtaining the necessary funds, in a timely manner, cannot therefore be sufficiently underscored. The Board and the membership have a very critical role to play in the first three years. Members can no longer remain ambivalent; not pay the dues in a timely manner; and not participate in the activities of the Association. The same applies to members of the Board. The schedule presented below is a roadmap of how activities in each of the three work packages will be implemented over the life of the Plan. A detailed work plan for the first year and a somewhat detailed work plan for the next two years are presented under separate cover. These work plans include line item budgets for each work package. Attached to these work plans are (i) explanatory notes to the budget; and (ii) reporting templates that will be used to monitor and evaluate the progress of the Plan, using the performance indicators identified in the LogFrame. VI OUR TIMELINE Although this is a Five Year Plan, all our attention is going to be focussed on the first three years during which time we will endeavour to achieve the most important objective of re‐positioning and strengthening the CCA. We know that these first three years will be critical: we Strategic Plan 30 a. Schedule of Activities, Milestones and Performance Indicators Activities ‘09 ‘10 110: Governance Governance Structures and Procedures 120:Capacity Development 121: Repositioning Rent Office Space Develop HR Policies Hire Staff ‐ Core staff Additional Technical Staff Develop position paper on relocation of CCA Secretariat Establish think tanks from membership Establish Fora for Caribbean NGOS 121:Membership ‘11 Schedule (Years) and Milestones ‘12 ‘13 ‘14 Performance Indicators WBS 100: Institutional Strengthening ▲ The membership approves all new structures and procedures at the 2010 AGM All new structures and procedures are implemented as of the fiscal quarter following the 2010 AGM New office space is acquired by December 2009 The membership approves the policies during the 2010 AGM Core staff of Executive Director, Public Relations Officer, Administrative Assistant, Accountant and office Assistant is in place by March 2010 A Senior Programme officer is hired by April 2011 A Junior Programme Officer is hired by April 2013 The membership responds to position paper during 2012 AGM ▲ ▲ ▲ ▲ .................................... ▲ ▲ On going from the end of 2010, once the core staff are in place Two conferences for NGOS on environmental/sustainable development themes that are topical at that time: 2012 and 2014 Strategic Plan 31 Activities ‘09 ‘10 Drive Develop membership policy Revise and update member database Undertake membership drive Training and Education ‘11 Schedule (Years) and Milestones ‘12 ‘13 ‘14 Performance Indicators ▲ The 2011 AGM discusses and approves the membership policy The revised member database is completed by end of fiscal 2010 and is maintained regularly throughout the life of the Plan Material to inform membership of policies, etc; procedures for electronic collection of dues; new membership forms; strategy for corporate membership will be completed by March 2011 A Training Strategy for CCA Staff and Board will be presented to the 2012 AGM for discussion and approval ▲................................. .......▲........................... ▲.................. 130:Resource Mobilisation 131: Predictable Funding .................▲.........▲.....................▲ 132: Stewardship Financial ▲ A Fundraising and Financial Sustainability Strategy will be completed by December 2011 A Strategy for establishing a Trust Fund will be presented to the 2012 AGM for discussion and approval A Trust Fund will be launched by the March 2015 Protocols and templates for financial accountability and reporting will be completed and submitted to the Board for review and approval by the end of fiscal 2010. WBS 200: Strategic Interventions 210: NGO Development 211: Networks Establish Focal Points Establish electronic ▲............................................ Focal Points in Member Countries and Agencies will be identified and established by March 2011 The electronic Networking will be launched in the third quarter of fiscal 2011 Strategic Plan 32 Activities ‘09 ‘10 networking of Focal Points Develop information products on Environmental NGO Network Environmental Conference and Exhibition for NGOs Joint Projects: 212: Databases Directory of Caribbean Environmental NGOS Database of International Environmental NGOS + Donors Database of funding sources for Environmental NGOS in the Caribbean 213:Capacity Development Needs Assessment of NGOS/CBOs Formulate and implement Capacity Development Strategy 214:Information Dissemination Create on‐line content sharing platform ‘11 Schedule (Years) and Milestones ‘12 ‘13 ‘14 Performance Indicators ▲.................................. A pamphlet and website about the NGO electronic network will be launched during the AGM held in fiscal 2012 Two conferences are proposed for the Plan. Both are to be held back‐to‐back with the AGM is fiscal 2012 and 2014 The NGO Small Projects Facility will be launched in the last quarter of fiscal 2012 The Directory and databases will be completed by March 2011 ▲ ▲ ▲ ▲ ............▲........................ ▲ ▲ ▲ The needs assessment will be completed by March 2011 The Strategy will be completed by the end of the first quarter of fiscal 2012. At least 2 interventions will be undertaken between 2012 and March 2015 ▲ The existing website will be updated and upgraded so that it allows for networking of the CCA NGO members. The website updating will be completed by the second quarter in 2010 while the upgrading will be completed by the middle of fiscal 2011 Strategic Plan 33 Activities ‘09 ‘10 220: Communications 221: Public Awareness Conduct needs Assessment Formulate and implement multi‐media awareness strategy 222:Environmental Journalist Forum Media and the Environment Conferences CCA Award for Environmental Journalism 223: Public Advocacy Undertake Gap Analysis ‘11 Schedule (Years) and Milestones ‘12 ‘13 ‘14 Performance Indicators .......................................... ▲ ▲ The Assessment will be conducted during the second quarter of fiscal 2011 At least 3 campaigns will be undertaken between 2012 and 2015: Protected Areas Climate Change Marine and Coastal Resources At least 2 events will be held during the life of the Plan. The two events will be held together and will coincide with the NGO Conferences. If sponsorship is available, then at least one of these combined events will be held separately from the NGO Conferences. The gap analysis on environmental policies will be undertaken in the last quarter of 2010. The CCA will coordinate at least 3 joint policy positions between 2011 and March 2015 An Operational Manual, inclusive of administrative and HR procedures will be completed for approval by the Board by the second quarter of 2011. Coordinate and facilitate joint positions 310: Management 311:Adminsitrative Procedures 312: Human Resources procedures 313: Workplans and .................................................... WBS 300 Corporate Services in the CCA The ED will submit annual workplans by the 15 of March of every fiscal year. These Strategic Plan 34 Activities ‘09 ‘10 Reports ‘11 Schedule (Years) and Milestones ‘12 ‘13 ‘14 Performance Indicators annual work plans will cascade from the Strategic Plan. Each staff member will submit an annual work plan to the ED by the end of March, each year. The work plans will be based on standardized protocols and templates. Standardised templates for quarterly and annual reporting will also be included in the Administrative Manual. The existing website will be upgraded by the end of the first year. Content development will be undertaken in‐house and information will be uploaded by staff. 314: Website ▲ ................................................................... Development and maintenance 320: Financial Management Undertake financial management according to prescribed protocols and procedures Review and upgrade financial management software Develop budgets for annual work plans ▲ ▲ ▲ ▲ ▲ ▲ Facilitate and coordinate regular annual audits Facilitate resource ............................................................................ mobilisation initiatives Financial management procedures and protocols will be included in the Operational Manual. An accounting software package will be sourced and installed by the end of fiscal 2010. Annual budgets will be developed using standardised protocols Annual audit will be undertaken within the first quarter of the following fiscal year. The Audited Statements will be presented to the following AGM. The CCA must have access to at least 75% of the funds needed to implement its annual work plan; and it must be able to utilise at least 80% of its annual budget. Strategic Plan 35 VII OUR BUDGET We are starting from a dire situation of no funds and one staff member. We are nevertheless confident that this Strategic Plan will provide us the blueprint for sourcing funds that are necessary for establishing a Secretariat with at least a minimum core staff and for implementing strategic interventions that will contribute to re‐energising the membership and rebuilding the CCA. We need US$2,820,122.00 to implement this Five Year Strategic Plan. a. Programme Costs4 Work Activities US$ Package WBS 100: Institutional Strengthening Governance $7,100 Capacity Development $229,950 Resource Mobilisation $382,750 WBS 200: Strategic Interventions NGO Development $267,500 Communications $170,000 WBS 300: Corporate Services at the CCA Management $35,000 Financial Management $55,000 Administration TOTOAL $1,672,822.00 $2,820,122.00 Insurances Consultancy fees Travel and per diem Workshops and Conferences This Plan will be used as the blue‐print to mobilise resources. Given the present global economic crises and the gradual contraction of traditional donor funds to Caribbean NGOS, the budget will be presented as a series of packages to donors and sponsors. It is also very likely that different sources of financing will be available at different times during the life of the Plan. To ensure that the scheduling of the activities in this Plan is not compromised, resource mobilisation will be undertaken at least 12 months before the on‐set of implementation of each of the work packages and the activities contained therein. The relevant budget worksheets are presented below. The budget work book is available under separate cover from the CCA. The following items, as appropriate, make up each of the budget line items: Salary and emoluments Office rent Utilities Communications Equipment Office Supplies Equipment Maintenance 4 Does not include the costs of administering the programmes Strategic Plan 36 b. Detailed Budget WBS 100: INSTITUTIONAL STRENGTHENING WORK PACKAGES ADMINISTRATION GOVERNANCE CAPACITY DEVELOPMENT RESOURCE MOBILISATION TOTAL YEARS 1 82,900.00 7,100.00 8,600.00 750.00 99,350.00 2 $85,300.00 $26,850.00 $29,500.00 $141,650.00 3 $86,240.00 $97,500.00 $32,500.00 $216,240.00 4 $88,886.00 $33,500.00 $260,000.00 $382,386.00 YEARS 1 $68,500.00 $7,200.00 $10,000.00 $85,700.00 2 $70,300.00 $61,200.00 $19,000.00 $150,500.00 3 $114,590.00 $68,600.00 $55,000.00 $238,190.00 4 $118,375.00 $119,000.00 $31,000.00 $268,375.00 YEARS 1 $168,200.00 $20,000.00 $15,000.00 $203,200.00 2 $166,250.00 $4,500.00 $10,000.00 $180,750.00 3 $161,103.00 $3,500.00 $10,000.00 $174,603.00 4 $175,569.00 $3,500.00 $10,000.00 $189,069.00 5 $164,260.00 $3,500.00 $10,000.00 $177,760.00 TOTAL $835,382.00 $35,000.00 $55,000.00 $925,382.00 5 $122,349.00 $11,500.00 $55,000.00 $188,849.00 TOTAL $494,114.00 $267,500.00 $170,000.00 $931,614.00 5 $91,665.00 $63,500.00 $60,000.00 $215,165.00 TOTAL 434,991.00 $7,100.00 $229,950.00 $382,750.00 1,054,791.00 WBS 200: WORK PACKAGES ADMINISTRATION NGO DEVELOPMENT COMMUNICATIONS T O T A L STRATEGIC INTERVENTIONS WBS 300: WORK PACKAGES ADMINISTRATION MANAGEMENT FINANCIAL ADMINSITRATION TOTAL CORPORATE SERVICES AT THE CCA Strategic Plan 37 c. Detailed Budget by Line Item Budget Line Items 1 Administration (Re-current Budget) WBS 100 WBS 200 WBS 300 TOTAL Programmes (Capital Budget) WBS 100 WBS 200 WBS 300 TOTAL $82,900.00 $68,500.00 $168,200.00 $319,600.00 2 $85,300.00 $70,300.00 $166,250.00 $321,850.00 3 $86,240.00 $114,590.00 $161,103.00 $361,933.00 YEARS 4 $88,886.00 $118,375.00 $175,569.00 $382,830.00 5 $91,665.00 $122,349.00 $164,260.00 $286,609.00 Total $434,991.00 $494,114.00 $835,382.00 $1,672,822.00 $16,450.00 $17,200.00 $35,000.00 $68,650.00 $56,350.00 $80,200.00 $14,500.00 $151,050.00 $130,000.00 $123,600.00 $13,500.00 $267,100.00 $293,500.00 $150,000.00 $13,500.00 $457,000.00 $123,500.00 $66,500.00 $13,500.00 $203,500.00 $619,800.00 $437,500.00 $90,000.00 $1,147,300.00 Strategic Plan 38
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