Results for Development Institute Inc.

“The federal form 990 is reviewed by the audit committee with the tax preparer and then forwarded to the full board of directors for final review prior to filing with the internal revenue service.”

“The board of directors approved a conflict of interest policy at their october 28, 2009 meeting. The board members review the conflict of interest policy annually. To ensure the results for development institute operates in a manner consistent with charitable purposes and does not engage in activities that could jeopardize its tax-exempt status, periodic reviews shall be conducted. The periodic reviews shall, at a minimum, include the following subjects: whether compensation arrangements and benefits are reasonable, based on competent survey information, and the result of arm's length bargaining, and whether partnerships, joint ventures, and arrangements with management organizations conform to r4d's written policies, are properly recorded, reflect reasonable investment or payments for goods and services, further charitable purposes and do not result in inurement, impermissible private benefit or in an excess benefit transaction. If the governing board or committee determines the member has failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action.”

“The board of directors reviews and approves the president's compensation on an annual basis. The board of directors commissioned a report from an independent consultant in 2009, 2010, 2013 and 2016 to ensure the appropriateness of the compensation levels of the managing directors and the president. In 2010 and 2013 the r4d management undertook a review of an independently produced compensation survey of other nonprofit organizations of similar size and scope to r4d to ensure the appropriateness of the compensation levels of its staff. Annually r4d management reviews the salary of its staff and compensation of r4d managing directors and all staff salaries are approved by the president. In november 2015, the board reviewed the president's employment contract and renewed this contract for an additional year to be reviewed annually henceforth. The results of the annual review shall be an input to the determination of executive's compensation.”

“R4d makes its governing documents, conflict of interest policy, and financial statements available to the public upon request.”

“Previously, r4d advised the government of south africa on resource allocations for hiv and tb for financial years 2017/18 to 2019/20 and supported the government's primary health care costing task team, including facilitating regular meetings, providing methodological and analytical guidance, and compiling a synthesis of participants' studies on public- and private-sector costs. R4d's work on hiv financing integration in south africa was supported by unaids in 2015-16 and has continued under the usaid-funded health finance and governance project (hfg), in collaboration with abt associates. Conversations on sustainable financing for development (completed 2016) in 2015, r4d and the johns hopkins bloomberg school of public health co-hosted an event series exploring the process of countries transitioning away from external assistance for health and development. The series included the following seminars: 1. The gavi experience with country graduation: overcoming challenges to sustainable 2. Transitioning countries away from family planning assistance: usaid's experience in latin america 3. Transitioning from donor support to government: the avahan experience in india 4. Polio eradication: status, transition and legacy 5. From emergency response to post-recovery: lessons & reflections from ebola in 2016, we teamed up again with the johns hopkins bloomberg school of public health to convened representatives of governments and major global health funders for a workshop on strategic issues in global health program transitions. O health systems strengthening r4d focuses on the key elements of strong health systems, from sustainable financing to scaling innovations, to using data for decision-making, and works with change agents to support the development of context-specific, evidence-based solutions. -we co-develop and implement solutions that address a range of disease areas, including hiv, malaria and pneumonia, as well as the overall organization and financing of health institutions to attain long-term, systems-level impact. -we facilitate the development of solutions by convening stakeholders from within health systems. Together, they adapt and apply tools to diagnose and find context-appropriate remedies to system deficiencies. For example, r4d has worked with district-level health managers in guinea to help them identify and address health system challenges. -we provide management, coordination and technical input for a variety of global and regional learning and practitioner communities in support of health systems strengthening, including the joint learning network for universal health coverage and the african collaborative for health financing solutions. -we support global institutions and countries to develop new ways of measuring the performance of primary health care systems. -we focus on strengthening health systems by advising on policymaking, structuring accountability mechanisms, systematic problem identification and planning from grassroots to national levels, capacity building, facilitation of peer-to-peer learning and analysis and research. O primary health care r4d's work in primary health care system strengthening helps to address these challenges by supporting local change agents to advance primary health care improvements in line with their goals. -through country-led networks like the joint learning network for universal health coverage and its primary health care initiative, we bridge the gap between theory and practice by bringing together national and sub-national change agents to facilitate joint learning and support the development of context-specific, evidence-based solutions to improve primary health care financing, quality, access and performance measurement. -through global efforts like the primary health care performance initiative, we bring together country policymakers, health-system managers, practitioners, advocates and other development partners to catalyze improvements in primary health care in”

“O malaria r4d supports global and local change agents-global donors, government officials, civil society leaders and social innovators-as they work toward the eradication of malaria by completing costing analyses and developing financing scenarios; examining and addressing market drivers and barriers in order to increase access to vital commodities; working with all market stakeholders to identify opportunities for greater efficiencies and value for the money spent on malaria interventions. O maternal & child health r4d's maternal and child health work seeks to improve sub-national management systems and capacity, incorporate financial planning and analysis into sustainability planning, and monitor and improve the design of high-impact maternal and child health interventions to better target the underserved. In addition to strengthening health systems, r4d works to improve maternal and child health in other ways: we generate evidence about what kinds of maternal and child health interventions are most effective; we work to ensure mothers and children are well nourished, which can build resilience, prevent illnesses and save lives; we work to ensure access to safe water and sanitation, averting waterborne illnesses to which mothers and young children are particularly susceptible; we conduct analysis and work with change agents to shape global and country-level markets to address inefficiencies and dramatically expand access to affordable, high-quality maternal health commodities and services; we work with private health care providers and intermediary organizations to overcome key challenges and improve sustainable access to key family planning and sexual and reproductive health services for women and girls.”

“In its first two years, the ixc experimented with and learned from a variety of approaches to sourcing, selecting, and scaling innovations to enact change in the indo-pacific region. However, it now seeks to understand how to use what it (and the rest of the world) has learned from these approaches to fostering innovation, to inform how it can better do so across dfat and the broader australian public service. R4d's evaluation and adaptive learning team works closely with partners like the ixc to understand their learning needs, and structure our engagements around producing timely and actionable evidence. With the ixc, the opportunity we see is two-fold: 1. Understand progress against the ixc's goals thus far, and collect relevant learnings that can inform its future work 2. Continuously learn and iterate throughout implementation of the new strategy through an adaptive evaluation this partnership also builds on the ixc's current membership in the international development innovation alliance (idia), a group of 12 innovation funders from around the world that is facilitated by r4d. Our work is informed by the learning and outputs from this platform, such as the recent idia report sharing current insights on measuring the impact of innovation. Our work began with a rapid review of the ixc's progress towards its current results framework. A theory of change workshop helped the ixc articulate their strategy and guided our team in developing our collective learning agenda. In the first phase of this work, we expanded on our rapid review of the results framework with deep dives on three retrospective analyses (impact to date, documenting lessons learned on partnerships, and lessons learned on engaging with dfat's country posts around the world). This work allowed us to clearly articulate a learning agenda centered around an 18-month adaptive evaluation that will inform how the ixc implements their revised strategy. Our adaptive learning approach frequently includes in-person support during key phases of implementation, so we seconded two team members to dfat for the nine weeks from the theory of change workshop through development of the adaptive evaluation. R4d's deep bench of experts will provide strategic support to dfat in priority content areas in addition to the adaptive evaluation. Our nutrition and education teams' support include co-design of innovative solutions, such as a 'nudge fund' to provide small incentives that empower country posts to take up innovation. O improving challenge fund evaluations with adaptive learning to help address the issue of global malnutrition, the australian department of foreign aid and trade (dfat) partnered with the usaid global development lab and second muse's launch program to support and scale innovations that improve health outcomes by enabling people to make healthy food choices. From 2016-2017, the launch food challenge sought applications from global entrepreneurs, researchers and industry experts, and received over 280 submissions from around the world. With the support of the global launch network of experts, 11 innovations were selected that either had the potential to address the availability of and access to affordable, nutritious, desirable and sustainable food; and/or that could promote people's selection and consumption of more nutritious food. Dfat wanted to understand how well the launch model sourced and supported innovations in their journey to impact, and to learn from the experience for future iterations of innovation challenges. R4d was appointed by dfat as a learning partner to support second muse in assessing the design and delivery of the program as it was rolled out, using an adaptive learning approach to continually refine the launch food theory of change and co-create design tweaks through a series of learning checks throughout the evaluation period. R4d's matrix approach allowed the team to capitalize on expertise from three practices: evaluation and adaptive”

“Consultants: program service expenses 3,342,304. Management and general expenses 454,797. Fundraising expenses 0. Total expenses 3,797,101.”

“GRANT REFUND 11,075.”