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Strategic roadmap FY
STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 1 | 23 MERCY CORPS’ STRATEGIC ROADMAP FISCAL YEAR 2014 1. STRATEGIC FRAMEWORK Our Mission To alleviate suffering, poverty and oppression by helping people build secure, productive and just communities. Our Vision for Change Secure, productive and just communities emerge and endure when the private, public and civil society sectors interact with accountability, inclusive participation and mechanisms for peaceful change. Our Strategy We turn crisis into opportunity. In moments of transition – disaster, conflict, political upheaval, economic collapse – the status quo is challenged and opportunities for significant change arise. We often enter during a humanitarian crisis, move rapidly to recovery, and then build long-term resilience to recurring stresses. We catalyze community-led, market-driven solutions. Communities must co-create, lead and ultimately own anything we do together, as they are the most effective agents of their own change. Solutions must leverage local market forces. Centered at the heart of our Vision for Change, we promote good governance. We create social innovations that transform lives. New technology, business models and creative partnerships provide transformational opportunities for overcoming poverty and suffering. We leverage our robust global program platform to identify breakthrough ideas, test them in the field and scale them broadly. Our Guiding Principles We take an integrated, systems approach. We resist single-sector solutions; there are no easy or fast fixes to the complex challenges we confront. We work in partnerships – from the local village committee to global networks of business and government. No single organization acting alone creates change at scale, so we galvanize partnerships and networks. We believe in evidence and learning. To make progress on major global challenges, we capture data, measure change and share lessons learned. We use a gender lens. Understanding the role of gender – especially making the right investments in girls and women – is critical to sustained progress in the world’s toughest places. STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 2 | 23 2. THE GLOBAL CONTEXT Our strategy for FY14 builds on an analysis of the major global trends and their effects on the people we serve. In this section, we explore three major dynamics that define our global context. Our goals and objectives, in the next section of the Strategic Roadmap, flow from this context. Despite massive progress, a billion people have been left behind and remain vulnerable. In recent decades, changes in technology, private investment and governance – largely for the better – have lifted a billion people out of extreme poverty. And yet another billion people have been left behind. These “bottom billion” 1 have not benefited from the wave of opportunity and progress that have lifted life for so many others. They often lack access to clean water and adequate food. They live in places where poverty, conflict and weak governance converge to keep them trapped. While poverty, conflict and weak governance themselves are not new dynamics, the catastrophic combination of the three in fragile states is something we are understanding better and better. And that is the lens – as opposed to just poverty, or children, or gender – through which Mercy Corps focuses its efforts. Poverty. Our increasingly connected world can present huge opportunities to the poorest people. Extreme poverty has declined dramatically in almost every region over the past several decades. Yet progress is uneven and extreme poverty has persisted in places, including Sub-Saharan Africa and South Asia. Greater interdependence exposes vulnerable populations to new risks that can be difficult to protect against. Economic shocks – fluctuations in the price of commodities and inputs; trade pressure; the international financial crises – have catastrophic effects on people who are already vulnerable. Conflict. Regardless of the causes of conflict, the result is a huge increase in the vulnerability of the poorest people. Violent conflict disrupts economic systems and has long been associated with poverty. Recently the connection between conflict and poverty has been even more firmly established. The World Bank has elevated violent conflict from one cause among many to the primary cause of poverty, and says that countries subject to violence are often trapped in poverty, while those that are not are making progress out of poverty. Governance. Weak governance fosters poverty and stifles progress. Private investment is limited; corruption undermines the productive use of capital; development aid is deployed less effectively. In contrast, research suggests that good governance can yield a four-fold increase in the per capita income of developing countries. Similarly, improved governance can lead to, on average, a 75 percent reduction in child mortality. Change brings new opportunities – and new vulnerabilities. We believe that periods of change and crisis offer great opportunities to “build back better.” Yet such periods of turmoil can also expose people who lack the basics – like water, food, jobs – to new vulnerabilities, shocks and stresses. We see three main changes that increase vulnerability: climate change, a surge in young people and food insecurity. 1. Climate change. Just ten years ago, the threat of climate change seemed distant and uncertain to some. Today many of our own programs already report livelihoods threatened by 1 Collier, Paul. The Bottom Billion: Why the Poorest Countries are Failing and What Can be Done About it. 2008. Print. STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 3 | 23 changing weather patterns. In general, extreme weather events are becoming more frequent and severe, and the effects of climate change are felt most harshly by the world’s poorest people – in part because they are clustered in the hardest-hit areas, and also because they are least likely to be equipped with coping strategies and the capacity to invest in adaptation measures. The expected effects of climate change are well known. Agricultural productivity will fall. Warming seas will bring more severe storms and flooding in coastal areas where millions of vulnerable people live. Degraded ecosystems, overfishing and deforestation will increase pressure on already fragile systems – systems whose collapse causes the greatest harm to the water and food supplies and livelihoods of the most vulnerable. Climate change is also expected to worsen human health, in part by extending the range of illnesses like malaria and dengue. 2. An explosion in the number of young people, especially in poor countries. The world is getting younger. Developing countries have a much higher percentage of their population on the young end of the demographic scale, and these young people have a far greater challenge finding jobs than their peers in developed countries. With nearly 1.1 billion new job-seekers entering the global economy between 2012 and 2020, this problem is only going to become more acute. This surge of young people, which is happening almost entirely in cities – driven by their energy and expectations – can contribute either to progress or volatility depending on whether they are educated, employable and included in civic life. 3. Food insecurity. More than 1 billion people worldwide live in chronic hunger—endangering the health, mental capacity, economic productivity and well-being of people in the world’s poorest nations. Hunger remains among the world’s top public health challenges, alongside high maternal, newborn and child morbidity and mortality; malnutrition; infectious diseases; and access to safe drinking water and sanitation. It is estimated that 900 million rural people in the developing world live on less than $1 a day—and many are smallholder farmers whose low productivity contributes to poverty and food shortages. Economic and climate volatility are further exacerbating food insecurity and poor health among communities. New technology and business models offer breakthrough opportunities. Changes in technology – especially the growth of mobile phones in the developing world – can create transformational opportunities for education, health, civic life and economic growth. Beyond that, increased private investment in developing world economies and the growing commercial appeal of base-of-the-pyramid markets are opening up new, market-driven ways to overcome poverty and suffering. Leveraging these changes – through unconventional partnerships and social enterprise – for the benefit of the people we serve is at the center of our strategy. New balance of power, including new players in the relief and development space. Western influence is weakening and an emerging set of global actors – China, India, Brazil, Russia, the Gulf States, Turkey, Indonesia, South Korea and South Africa – is changing the way the world works. Related to that, the national governments of many developing countries are increasingly capable of managing their own issues. We recognize that a new sense of global ownership and power-sharing must occur if we are to meet the humanitarian and development challenges of our times. We also see the influence of private sector players changing and growing – whether it’s Google or Tata – and we are prioritizing these new relationships, as we have with Western governments for the last 30 years, in order to make our greatest contribution to the world. Mercy Corps’ challenge is to develop strategies that position us for the long term as key players with strong partnerships in select countries – in terms of talent acquisition, innovation, program and advocacy STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 4 | 23 partnerships and financial resources. It is in this context that we lay out Mercy Corps’ goals and objectives for FY14. The mission, vision for change, and strategy, as laid out in the Strategic Framework, overlaid with the global context set the stage for what we need to achieve in the coming years. STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 5 | 23 3. GOALS AND OBJECTIVES | FY14 The Goals and Objectives lay out what we believe we must achieve to remain a leading organization. They provide us with targets and a means of accountability and transparency, and they serve as the basis for reporting to Mercy Corps’ Leadership throughout the year. We have five goals focusing on: 1) program impact and quality, 2) systems and structures, 3) people and culture, 4) global partnerships, and 5) influence, positioning and resources. The objectives and sub-objectives identify what we need to achieve. The measures of success identify key outcome level results, and the milestones lay out critical outputs or steps in the process. The names next to each objective identify the person ultimately responsible for convening and coordinating the relevant people and reporting out on progress achieved throughout the year. In addition, each objective has an action plan that includes more detailed milestones and is available to the rest of the agency. The goals and objectives in this document are revised throughout the year. Many of the objectives are multi-year, but the milestones and measures of success hold us accountable. There will be changes as new opportunities present themselves and the external environment shifts over the coming year. Goal I High-Impact Programming. We will focus on high quality implementation across our programs to attain demonstrable impact. To do this we focus on strategic issues, using a gender lens that span across countries and regions to leverage learning and innovation. The first four objectives have been identified as the top priority issues, requiring all-agency effort and attention: Resilience, Youth, Food Security and the Syria Response. Objective 1: Resilience in Action and Evidence. Articulate, test and share evidence and proxy indicators of success for building resilience within and across the contexts of Africa and Asia to inform and strengthen dialogue, build relationships and facilitate shared value between communities, governments, civil sector and business. (Accountability: Shannon Alexander) Measures & Milestones Objective 2: Youth Engagement in Transitional Environments. Demonstrate successful youth engagement and impact in transitional settings. (Accountability: Sharon Morris) Measures & Milestones Objective 3: Food Security. Increase the impact and influence of food security work through quality programs, expanded coverage and policy leadership. (Accountability: Penny Anderson) Measures & Milestones Objective 4: Syria Crisis Response. As a lead agency in the Syria regional response, Mercy Corps provides high quality programs at scale to meet the basic needs of victims on all sides of the conflict and lays the groundwork for longer-term programs. (Accountability: Nigel Pont) Measures & Milestones Objective 5: Big Ideas & Innovations. Foster big ideas and innovations to leverage transformative sustainable change. (Accountability: Steve Zimmerman) Measures & Milestones 5a: MiCRO. 100,000 vulnerable individuals have microinsurance protection in the Caribbean, Latin America and Africa. (Accountability: Steve Mitchell) Measures & Milestones STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 6 | 23 5b: Agri-Fin. Replicate and scale the existing Agri-Fin mobile program in Africa and Asia. (Accountability: Steve Zimmerman) Measures & Milestones 5c: TerraTek. Evaluate and test an enterprise model that scales efficiencies of crowd-sourced land registration. TerraTek aims to develop and administer property rights systems to secure land tenure in developing countries, making formalization of land title more accessible to informal communities. (Accountability: Kathy Fry) Measures & Milestones Objective 6: Governance. Mercy Corps’ vision for good governance, centered at the heart of our Vision for Change, is integrated across sectors and a clear niche identified. (Accountability: Myriam Khoury) Measures & Milestones Objective 7: Complex Programs. Programs designated as “complex” receive priority agency attention and report on being on-scope, on-time and on-budget. (Note: we define complex programs as grants that meet at least two of the following characteristics: (i) potential for impact on over 500k individuals; (ii) strategic / high-profile program as viewed by the donor/host country/MC; (iii) political sensitivity.) (Accountability: Najia Hyder) Measures & Milestones Goal II Systems and Structures for Success. We will invest in systems and structures that position us for efficiency, accountability and effectiveness. Regional Value Propositions are organizing principles that ensure alignment around key development challenges. Objective 1: Regional Value Propositions (RVPs). Identify, position and resource RVPs in order to generate influence, resources and impact for the agency. (Accountability: Craig Redmond) Measures & Milestones Objective 2: Financial Software Replacement Project. Enhance program implementation and financial decision-making through improved reporting and timeliness of financial information. (Accountability: Anne Sparks) Measures & Milestones Objective 3: Human Resource Management System. Build on progress made in FY13 in the implementation of the new global Human Resource Management System (Nuview) allowing Mercy Corps to better manage the global team. Strengthen associated systems and processes so the agency’s ability to respond to opportunities is enhanced without compromise to ongoing operations. (Accountability: Jessica Carl) Measures & Milestones Objective 4: Internal Technology Systems. Enable and support new major applications to support business alignment and change. (Accountability: Peter Dickinson) Measures & Milestones Objective 5: Enterprise Risk Management Assessment. Perform agency-wide assessment of preventable, strategic and external risks, including both adverse and lost opportunity potentials, with a view towards structuring a process going forward to anticipate risks and opportunities. (Accountability: Barnes Ellis) Measures & Milestones Goal III Leadership and Culture of Mercy Corps’ Global Team. Mercy Corps’ most valuable resource is its people. Top talent and a diverse, robust organizational culture focused on individual and team engagement and consistent performance results are vital to our ongoing success. We will continue to emphasize talent management, leadership development and performance management while elevating staff-care. We will hold a world-class leadership gathering to reinforce this goal. STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 7 | 23 Objective 1: Talent Acquisition and Onboarding. Continue to attract exceptional global talent who will further the agency’s mandate for innovation, thought leadership and expanded business models and who also reflect the countries where we work. Engage new team members with the agency’s mission, values and practices through world-class onboarding, and support them with a culture of feedback and coaching, enabling them to more quickly perform to their best ability. (Accountability: Cathy Rothenberger) Measures & Milestones Objective 2: Talent Management. All team members recognize their capacity to lead, understand the concept: "leadership at all levels" and have access to resources to support their development. A talent management system is in place to identify internal talent and strategically transition them to key positions. (Accountability: Cathy Rothenberger, Kristin Hibler) Measures & Milestones Objective 3: Human Resource Excellence. Build on investments in efficiency and quality made in FY13 to ensure exceptional support to the field, thus enabling program impact and an emotionally resilient staff. (Accountability: Jessica Carl) Measures & Milestones Objective 4: Program Management Integration (PM@MC). Accountability and effectiveness of program management is achieved through the integration of minimum standards with operating processes. (Accountability: Brandy Westerman) Measures & Milestones Objective 5: Global Leadership Gathering. Convene the Global Leadership Team: hold the bi-annual Global Leadership Gathering to review the agency’s strategy, renew our commitments, inspire our team and educate and challenge our minds. (Accountability: Mignon Mazique) Measures & Milestones Goal IV Global Partnerships. Assure Mercy Corps’ continued leadership and influence in global relief and development by catalyzing networks that bring new methodologies, diversified resources and greater implementation capacity to aggregate impact at scale. Objective 1: Strategic Partnerships. Develop and evaluate relationships and approaches that position Mercy Corps regionally and globally to attract the top partners, donors and thinkers - and to catalyze these opportunities into a self-sustaining global network of resources. (Accountability: Paul Dudley-Hart) Measures & Milestones Goal V Influence, Positioning and Resources. To maximize our impact we will: 1) use evidence gathered through rigorous evaluation, research and learning to influence donors, policy makers and influential leaders; 2) meet or exceed our revenue targets; 3) increase private revenue; and 4) establish a strong clear brand that resonates with our stakeholders. Objective 1: Thought Leadership. Align agency efforts to shape and influence the norms, beliefs and decisions that affect our work and those we serve, based on recognized expertise and credible evidence. (Accountability: Jeremy Konyndyk) Measures & Milestones Objective 2: Advisory Councils. Establish a broader and more formal network of friends and supporters through themed Advisory Councils made up of influential people. We will have working advisory groups for Policy & Advocacy (Andrea Koppel), Marketing & Communications (Jeremy Barnicle), Social Innovations (Steve Zimmerman), and Talent Management (Mignon Mazique), plus several regional groups (Paul Dudley-Hart and Mervyn Lee). Executives will also work across specific Councils to leverage this more formal network of friends and supporters to make progress on STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 8 | 23 all-agency goals including board development, private income growth, thought leadership and becoming a more global organization. (Accountability: Neal Keny-Guyer, Josh Drake) Measures & Milestones Objective 3: Brand Positioning. Establish Mercy Corps as a strong and relevant INGO brand among key audiences within the next 3-5 years. (Accountability: Dara Royer) Measures & Milestones Objective 4: Financial Targets. Monitor critical financial targets and support financial decision-making. (Accountability: Beth DeHamel) Measures & Milestones Objective 5: Private Support. Increase impact and innovation by growing private revenue over the next five years. (Accountability: Jeremy Barnicle) Measures & Milestones 4. MEASURES OF SUCCESS AND QUARTERLY MILESTONES | FY14 Goal I High Impact Programming Across Our Countries Objective 1: Resilience in Action and Evidence. Articulate, test and share evidence and proxy indicators of success for building resilience within and across the contexts of Africa and Asia to inform and strengthen dialogue, build relationships and facilitate shared value between communities, governments, civil sector and business. (Accountability: Shannon Alexander) Measures of success 9 Asia (2) and Africa (2) Resilience Hubs are developed and iteratively implementing, testing, measuring, evaluating and researching articulated theories of change for building resilience. 9 Apply resilience action and an evidence approach to create funding opportunities within regions or similar contexts. 9 Leverage thought leadership on resilience to influence program priorities and practices among humanitarian and development actors. Milestones Q1: Resilience Hubs have clear plans of action to iteratively design, test, measure and evaluate against theories of change related to specific shocks and stresses in context. Hubs focus on Horn of Africa, Sahel, South Asia (Nepal), Southeast Asia (Myanmar/Indonesia). Q1-Q4: Africa RVPs are on track against their milestones (note: RVP highlights will be reported here through the quarterly reports). Q1-Q4: Mercy Corps develops its systems approach and tools in the nexus of economic and market development, conflict and governance as an entry point to building resilience in Africa and Asia contexts. Launch assessment by Q1 in one region. Q1-Q4: Resilience Hubs and agency position for resilience-focused program development, one program funded in each hub. Back to Objective STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 9 | 23 Objective 2: Youth Engagement in Transitional Environments. Demonstrate successful youth engagement and impact in transitional settings through successful implementation of the Youth Value Proposition. (Accountability: Sharon Morris) Measures of success 9 Maintain a robust youth portfolio that includes a strong girl focus worth at least $80 million. 9 Reach at least 2 million youth. 9 Mercy Corps is recognized as a thought leader for youth/girl programs in transitional environments, measured by research publications and invitations to speak at major youth events. Milestones Q3: A publication on youth participation in political violence is developed and shared. Q3: Best practices are developed around two of the four core elements as outlined in Mercy Corps’ youth strategy (technology and youth-led). Q4: Standard indicators/data collection tools are developed and adopted for youth in conflict, youth leadership and youth employment helping us to aggregate and articulate the total youth reached. Q4: Promotional youth materials are developed and used for external positioning, including materials specifically on girls. Q4: Four new integrated programs are won, including one valued at $10 million or greater and at least one focused on girls. Q1-Q4: Youth RVPs are on track and aligned with the global youth value proposition (note: RVP highlights will be reported here through the quarterly reports). Back to Objective Objective 3: Food Security. Increase the impact and influence of our food security work through quality programs, expanded coverage and policy leadership. (Accountability: Penny Anderson) Measures of success 9 Improve the food security of at least 4 million vulnerable individuals through effective programs that achieve their targets. 9 Maintain a robust, multi-sectoral food security portfolio worth at least $250 million. 9 Expand Mercy Corps’ influence in food security through advocacy, policy and thought leadership, as evidenced by publications, engagement in policy dialogue and legislative impact. Milestones Q1-Q4: $100 million in multi-sectoral programming secured that addresses food insecurity and applies best practices identified in strategies. Q4: Increased food security for at least 500,000 people affected by the Syria response. Q1-Q4: At least five of the Mercy Corps-presence countries that show the highest global levels of chronic malnutrition (Afghanistan, Yemen, Timor-Leste, Ethiopia, Nepal, India, STRATEGIC ROADMAP FY14 | July 1, 2013 | MERCY CORPS 10 | 23 Guatemala and Niger) are successful in securing and implementing new programming that addresses root causes of hunger. Q3: Sector-standard indicators around key technical areas for food security (agriculture, nutrition, gender) developed and rolled out. Q1-Q4: Mercy Corps demonstrates leadership in Coffeelands collective impact initiative, as evidenced by robust engagement with private sector partners and active pilot programs in food insecure coffee-producing regions. Q2-Q4: Increased thought leadership in the US and Europe, as evidenced by the dissemination of at least one policy document and three case studies/ learning briefs. Q4: Research on Girls in Pastoralism published and cited in articles and blog posts. Q2-Q4: Legislative changes that make USG food assistance programming more flexible are realized. Back to Objective Objective 4: Syria Crisis Response. As a lead agency in the Syria regional response, Mercy Corps provides high quality programs at scale to meet the basic needs of victims on all sides of the conflict and lays the ground work for longer-term programs. (Accountability: Nigel Pont) Measures of success 9 Programs meet the humanitarian needs in Syria, Lebanon and Jordan, with evidence to back it, and our portfolio reaches at least $100 million and 1,500,000 beneficiaries. 9 Mercy Corps is a lead responder to the Syrian humanitarian crisis, evidenced largely by volume and diversity of institutional funding and donor/peer/media (for refugee response) recognition. 9 Introduce market-based approaches (as feasible) in our emergency programming, in order to lay the ground work for longer-term transitional programming. Milestones Q1: High functioning security management systems are in place. Q1: Mercy Corps is established as a thought leader and major implementer in refugee and host community youth programming through focused partnerships with field teams, Youth & Conflict Management, Monitoring, Evaluation & Learning, Gender Integration, Policy & Advocacy and Resource Development. Q2-Q4: Lebanon portfolio significantly grows (from a baseline just under $2 million at the start of FY14) in terms of funding and reach (geographic and/or beneficiaries); and we become a major player in the Lebanon response to better advocate and influence policy. Q2: Damascus operation expands with major programming in government-controlled areas. Q2: Effective information management and learning systems are implemented for keeping internal stakeholders informed and learning documented and shared. [...]... by the end of FY1 8 STRATEGIC ROADMAP FY1 4 | July 1, 2013 | MERCY CORPS 22 | 23 Milestones Q1-Q2: Define and bring to market 5-6 additional major funding opportunities, based on the top agency priorities (Q1: identify; Q2: market) Q4: Bring to market and secure at least $2 million in commitments to SI Fund Q4: Acquire an additional 25,000 new donors Back to Objective STRATEGIC ROADMAP FY1 4 | July 1,... Eastern DRC – RISE (DRC) 4 Sawki Development Food Aid Program (Niger) STRATEGIC ROADMAP FY1 4 | July 1, 2013 | MERCY CORPS 13 | 23 5 Sustainable Transformation in Agriculture & Nutrition – SUSTAIN (Uganda) 6 Yes Youth Can (Kenya) Back to Objective GOAL II Systems and Structures for Success Objective 1: Regional Value Propositions (RVPs) Identify, position and resource RVPs in order to generate influence, resources... regularly distribute report for live countries STRATEGIC ROADMAP FY1 4 | July 1, 2013 | MERCY CORPS 14 | 23 Q2: Round 1 countries are live on Navigator (5 countries: Iraq, WBG, Lebanon, Kenya and Somalia) Q4: Round 2 countries are live on Navigator (12 countries - TBD) Back to Objective Objective 3: Human Resource Management System Build on progress made in FY1 3 in the implementation of the new global... Complete IT assessment STRATEGIC ROADMAP FY1 4 | July 1, 2013 | MERCY CORPS 15 | 23 Q2: Establish agency-wide process for review and approval of IT priorities Q3: Update requirements for project management application and implement new tools for managing field projects Back to Objective Objective 5: Enterprise Risk Management Assessment Perform agency-wide assessment of preventable, strategic and external... who successfully complete the Leadership Assessment Process (LEAP) are female STRATEGIC ROADMAP FY1 4 | July 1, 2013 | MERCY CORPS 16 | 23 Q2: A system is in place for assessing the quality of a hire Q3: 25% increase in social media outreach Q3: Increase in percentage of female Country Directors (from current level of 12% in FY1 3) Q4: Expanded contacts in five targeted geographic and technical talent... Back to Objective Objective 3: Human Resource Excellence Build on investments in efficiency and quality made in FY1 3 to ensure exceptional support to the field, thus enabling program impact and an emotionally resilient staff (Accountability: Jessica Carl) Measures of success STRATEGIC ROADMAP FY1 4 | July 1, 2013 | MERCY CORPS 17 | 23 Large-scale, new and Complex program initiatives have sufficient HR... programs against minimum standards are defined and indicators of PM@MC impacts on program performance are developed Mechanism to be implemented in FY1 5 Q3: A plan is in place for long-term agency support to program management standards and learning STRATEGIC ROADMAP FY1 4 | July 1, 2013 | MERCY CORPS 18 | 23 Q4: All country teams include PMD Pro certified staff, with at least 500 Mercy Corps staff certified... etc.) are developed Q2: Develop a revised strategy to identify and manage partnerships and donors in the Gulf and Turkey Q2-Q4: Deliver a co-implemented (shared platform) project in Myanmar with the China Foundation for Poverty Alleviation (CFPA) on agriculture and child/maternal health, as part of our longer-term strategy STRATEGIC ROADMAP FY1 4 | July 1, 2013 | MERCY CORPS 19 | 23 Q2-Q4: Co-convene... MNO/telecommunications provider, enter at least one test pilot in which MiCRO’s insurance product is offered/serviced through mobile platforms Milestones STRATEGIC ROADMAP FY1 4 | July 1, 2013 | MERCY CORPS 11 | 23 Q3: Co-design at least one joint initiative with our strategic partner SwissRe Q3: Transition MiCRO from a virtual organization to a real one, hiring at least four FTEs (incl CEO) and establish an... Uganda and Zimbabwe) at the two year implementation mark (FY1 5) Milestones Q1-Q4: Year two of Agri-Fin program is on-scope, on-time and on-budget and demonstrates excellence through evolved pilots into bundled service models Q4: Leverage SDC model with major new funder ($5 million by the end of FY1 4) and expand into new countries Q4: Identify revenue model for Mercy Corps related to core market gaps