Department

Institutional Development

Purpose

Mindful of the fact that JAS is primarily reliant on external funding, in 2002 the organisation took the decision to consolidate efforts to attract and diversify donor funding. Consequently the Department of Institutional Development was created and entrusted with the responsibility of (a) diversifying the organisation's income and (b) steering a time-bound developmental component that is centred on the financial sustainability of the organisation. This requires steering the organisation through a number of changes, including comprehensive planning and budgeting, identification and negotiations with traditional and non-traditional donors, and strengthening internal systems to improve project management. Together with Local Fundraising, this department is responsible for ensuring JAS' sustainability over the next 14 years.

Staff

The lone member of Staff in this department is its Director Mr. Olivier Riche who works in close collaboration with the Executive Director. He is based in the Kingston Head office.

Olivier Riche, Director of Institutional Development

Activities

• So as to aptly represent the recurring and emerging needs of the organisation, the Director of Institutional Development has periodic meetings with JAS department heads with a view to converting departmental and client needs into proposals.

Olivier Riche strategising with JAS Executive Director

• One prime responsibility of the Director of Institutional Development is to interface and conduct negotiation with donors. The aim of these negotiations is to ultimately field successful proposals.

Jasmine Huggins and Jane Johnson of Christian Aid in London pose for the cameras with Olivier Riche

• Constructs proposals based on JAS needs and the donor's requirements.
• The Director's responsibility is also a proactive one that requires that he scopes out prospective and relevant funding sources

Olivier Riche, JAS Director of Institutional Development(left),Nurse Orchid Gowe , JAS Montego Bay Coordinator of Support Services(centre) and Jeffery Blander of the Harvard School of Public Health are all smiles after successful deliberations.

• This portfolio also involves ongoing dialogue with program managers to assess the continuing relevance of the programs as designed and identify aspects of the project that may need to be adjusted. Together with the Executive Director, the Director of Institutional Development also anchors renegotiations with donors to ensure JAS' programs remain relevant and cutting edge.

Sandra Pasmore, the coordinator of Fundraising