FY09 Annual Planning

Human Resources Division

Focus in FY08: Get the “trains running on time”

Level of service and supportIt’s all about our people

Compliance issues related

to benefits and insurance

HQ

HR

HQ Divisions

P&S

Field Divisions

HQ Departments

Country Programs

Global ReachStandardize or Customize where neededLearning CycleImprove effectiveness

Connecting HR Globally

Human Resources Organizational Chart

Joy GaddyVP

Joy GaddyVP

Dan WrightManager Finance

and Operations

Dan WrightManager Finance

and Operations

OrganizationalEffectiveness

OrganizationalEffectiveness

Human ResourcePrograms

Human ResourcePrograms Human Resource

Services

Human ResourceServices

Amy MonsarratDirector

Amy MonsarratDirector Bob Reynolds

Senior Director

Bob ReynoldsSenior Director

Victor WongCompensation

Analyst

Victor WongCompensation

Analyst

Pat EnrightBenefitsManager

Pat EnrightBenefitsManager

OpenHRIS Manager

OpenHRIS Manager

OrganizationalDevelopment

OrganizationalDevelopment

Paulina SanchezSenior Director

Paulina SanchezSenior Director

Gelay UmayamRegional Advisor

Africa and Asia-Pacific

Gelay UmayamRegional Advisor

Africa and Asia-Pacific

Victoria MonteroRegional Advisor

Neotropics

Victoria MonteroRegional Advisor

Neotropics

Jennifer ProbstSenior Advisor

US

Jennifer ProbstSenior Advisor

US

Gray ChessonManager

US

Gray ChessonManager

US

Kristina StephensCoordinator

US

Kristina StephensCoordinator

US

Ana ParrenoAssistant

Ana ParrenoAssistant

OpenOD Director

OpenOD Director

Steve EdwardsManager, TMST

Steve EdwardsManager, TMST

FY08 Successes

• Solidified HR structure and hired competent, committed staff (5 new)

• Energized global HR network through meetings and workshops

• Improved HQ Orientation program

Build the capacity of CI employees to lead, manage & achieve organizational objectives

• Supported restructuring at the organizational and division levels• Improved alignment and awareness of organizational and division-level goals and indicators.

FY08 Successes

• Launched Talent Management Team•Created cross programmatic/cross

geographic team•Steve Edwards accepted leadership role•Held several team meetings in person and via phone•Presented preliminary recommendations to RMG•Holding brown bag during AP•Final set of recommendations due by June 30

• Provided skills-building trainings throughout CI•Held 2 “Essentials of Facilitation” (HQ & Field)•Held 2 leadership skills trainings (Brazil & HQ)•Held 1 Ethics & Values Training (Philippines)•Pilot 2 HR for Leaders (Madagascar and Guyana) (planned for June 2008)

Promote professional development and talent management throughout CI

• Conducted country-by-country analysis of benefits (complete by end of FY)

• Successful transition to new medical insurance carrier in US (AETNA)

• Established VP and SVP job profiles and implemented process for approval of jobs at this level

• Revised Executive (VP & above) bonus program and gained Board approval

• Updated compensation pay bands globally

• Revised (streamlined & simplified) International Assignee Program

FY08 Successes

Ensure compensation, benefits and reward/recognition programs serve to attract and retain staff

Institutionalize CI policies & practices

• Phase I of operations manual nearly complete

• Reviewed and updated HR policies• Training held during Global HR Workshop • Roll out plan developed for FY09 • Translations will occur before end of FY

FY08 Successes

Manage organizational risk related to property, liability and employee safety and security

• Engaged new international insurance broker (for property & liability) and conducted through analysis of coverage• Reduced redundancy of coverage with HQ and some field offices• Increased awareness of coverages provided

FY08 Disappointments

• Time-consuming compliance issues and theft of computer

• Oracle HR not delivering what’s needed• Completion of policies and roll out to

the organization too slow

• Director of Organizational Development still vacant• No progress on development of a competency model• No progress on re-instituting program to train managers • Slow progress on creating a robust new employee orientation program for the field• Not meeting the organizational demands for team-building and facilitation

FY09 Plan

• Training & Professional Development for Leaders & Managers • deliver HR for Leaders in each field division• Develop and deliver bi-monthly modules at HQ• Offer at least 2 field and 2 US trainings focused on leadership development• Sponsor at least 5 senior leaders to attend a leadership/business training

program

• Improve orientation for new employees in the field and for staff relocating from one country to another

• Expand exit interview process to include field and develop process for analyzing and communicating trends

• Improve Systems & Processes• Work with PMP to re-purpose the Planning Database for use by HQ Division• Develop system for tracking operations capacity in field offices in support of

Regional Operations Capacity Building team (ROC)• Integrate outcomes of strategic planning process into organizational and division

planning and reporting

• Implement recommendations of the Talent Management Strategic Team

Build the capacity of CI employees to lead, manage & achieve organizational objectives

Talent Management Strategic TeamObjectives & Examples of Recommendations

Improve ways to find and hire talented staff by strengthening recruiting, branding CI as a “best place” to work, and establishing metrics and tracking.

Provide all staff with opportunities to contribute, engage and advance professionally by establishing a mentoring program, promoting training opportunities, and encouraging staff exchanges.

Retain high performers by creating professional development plans, establishing a “technical track,” and strengthening the awards program,.

Focus on succession planning by determining and integrating leadership competencies and ensuring a pipeline for senior positions.

Regularize staff meetings to ensure field participation.

FY09 Plan

• Develop a robust compensation program that:• is easy to understand and administer• provides timely and relevant compensation data• includes generic job descriptions as the foundation

Ensure compensation, benefits, and reward/recognition programs serve to attract and retain staff.

• Evaluate minimal (core) benefit offerings across all countries and ensure parity.

• Ensure a global HR system that provides timely, accurate and relevant data.

FY09 Plan

• Develop training module for CI Policies & Practices. Work with ROC to localize Operations Manual in 10 countries.

Institutionalize CI Policies and Practices

• Improve emergency plans for US and Field offices.

• Implement global strategy for property and casualty insurance.

• Reduce risk by better preparing CI travelers:• Develop a pre-travel checklist and an

Intranet site for travelers• Design training module for CI travelers

and host 2 HQ trainings

System Development and Integration

FY09 Activities: Work with PMP to re-purpose

the Planning Database for use by

HQ Divisions.

Fix Oracle HR.

FY09 Details

Divisional Role: Ensure accurate, timely, and relevant information on CI’s staff is available via Oracle HR. Ensure alignment between goal setting and reporting at the organizational level, divisional level and individual level.

Capacity-Building EffortsDivisional Role:

Build the capacity of HR staff at the division and country program level. Support operations capacity building efforts through ROC.

FY09 Activities:• Develop operations capacity tracking system in support of Regional

Operations Capacity Building team (ROC).

• Improve new employee orientation in the field.

• Offer or sponsor 9 leadership trainings, including sections on ethics, values & policies.

• Create a Global Operations Learning Network and a monthly Operations newsletter.

FY09 Details

Organizational Sustainability

Divisional Role:Support managers’ efforts to hire and

retain competent, committed staff.

FY09 Activities:• Implement recommendations from

Talent Management Strategic Team and consider Phase II of team as a follow on to strategic planning

• Create awards committee to better integrate and coordinate all of CI’s annual awards.

FY09 Details

Headcount

Regular Fixed-Term

FY08 Board-approved budget

# FT positions 14

# PT positions 1

Positions added in FY08

# FT positions

# PT positions 1

FY09 Requested # FT positions 14

# PT positions 1 1

FY09 Budget Growth

Division Total FY08 Budget

Proposed FY09 Budget

% Growth

Human Resource $2,140,201 $2,506,687 17%

HR Programs $396,709 $612,112 54.3%

Rewards and Rec $90,000 $90,000 0%

Dev and Training $421,535 $324,367 (23%)

HR Services $555,640 $721,292 29.8%

Insurance Ops Supp $287,277 $431,649 50.2%

HR Operations $389,040 $327,268 (15.8%)

FY09 Budget Detail by Expense Category

Expense Category

FY08 Budget

% of Total

FY09 Proposed Budget

% of Total

% Change FY08 to FY09

Salaries & Benefits

$1,281,324 60% $1,341,475 53.5% 5%

Professional Services

$257,202 12% $369,965 14.7% 44%

Travel & Meetings

$214,248 10% $234,460 9.4% 9%

Occupancy $106,994 5% $136,312 5.4% 27%

IDC $25,000 1% $24,941 1% 0%

Other Direct Costs

$255,433 12% $399,535 16% 56%

Total $2,140,201 100% $2,506,687 100% 17%

FY09 Budget Detail by Funding Source

Funding Source FY08 Budget

% of Total

FY09 Proposed Budget

% of Total

% Change FY08 to FY09

GBMF 225,000 11% 224,467 9% 0%

Individual 232,949 11% 255,042 10% 10%

CEPF

Government

Foundation

Corporate

Other 600 0% 60,000 2% 9900%

Shortfall

Unrestricted $1,681,651 79% $1,967,178 79% 17%

Total $2,140,200 100% $2,506,687 100% 17%

THANK YOU!