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Mid - term review of 2011-2015 strategy

Mid - term review of 2011-2015 strategy. How far have we got …. with our 11 fundamental indicators ? with the implementation of specific activities ?. Eleven fundamental indicators. 1 – Intervention countries. Target for 2015, excl . COB : 45 to 50 countries

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Mid - term review of 2011-2015 strategy

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  1. Mid-termreview of 2011-2015 strategy

  2. How far have wegot… • withour 11 fundamentalindicators? • with the implementation of specificactivities?

  3. Elevenfundamentalindicators

  4. 1 – Intervention countries Target for 2015, excl. COB : 45 to 50 countries including 20 with a low HDI Situation in 2012 excl. COB: 50 countries, including 26 with a low HDI with COB: 58 countries, including 29 with a low HDI

  5. 2 – Intervention countries Target for 2015 excl. COB Dev 35% , URCC 65% Situation in 2009 excl. COB Dev 58%, URCC 42% Situation in 2010 excl. COB Dev 40% URCC 60% Situation in 2011 excl. COB Dev 36%, URCC 64% Situation in 2012 excl. COB Dev 45% URCC 55%

  6. 3 – Sectors of activity Target: Increase expected for the following families of activities

  7. 4 – Number and categories of ourbeneficiaries

  8. 5 – Fundraising ratios Increase in AN fundraising and reduction in dependence on AN France Target 2015 : Maximum 75% (excl. HIB)

  9. 6 – PrivateFunds/Otherincome ratio Target:Private funds to constitute a minimum of 51% of annual income privés

  10. 7 – The HI network’s global budget • 2015 target: €115m to €120m (excl. HIB)

  11. 8 – Permanent staff costs/global budget ratio 2015 target: below 15% of the budget Indicatorincludingpostslinked to investmentprojects and exceptionalgrowth in activity

  12. 9 – Social missions/Budget ratio Target :80% of budget devoted to our social missions (programmes)

  13. 10 - Financial reserves/self-fundingcapacity Target: Preservation of financial security and release of investment capacity

  14. 11 – Cash-flow level • Target :keepwithinoursecuritythreshold (1/12 of budget)

  15. Implementation of specificactivities

  16. General comment: The actions listed below do not cover all aspects of the work carried out by the teams. They show significant progress made in the directions the organisation particularly wanted to take

  17. Pillar 1: A strong and clear identity

  18. Pillar 1: A strong and clear identity A priority commitment to supporting the most vulnerable and excluded Actions realised in 2011-2012 • Development of the DVFP approach: drafting policy documents and methodological guides for ensuring the inclusion of the most vulnerable groups, running seminars for disseminating the approach… • Drafting and validation of the “security” policy Actions programmed for 2013-2015 • Provision of DVFP tools for the field • Development of tools for collecting data on our beneficiaries • Development of a project management software program (Sigmah) • Introduction of a guide for exploratory missions on basic needs and specific needs (with mines data) • Development of a security guide • Revision of the Monitoring & Evaluation methodology

  19. Pillar 2: An approach centred on achieving a measurable impact

  20. Pillar 2: An approach centred on achieving a measurable impact • Access to rehabilitation services and access to other types of service Actions realised in 2011-2012 • Analysis of access to rehabilitation services • Development of “other services” activity (psychosocial support, mother & child health, social protection, inclusive local development, individualised social support) • Development of the “Rehabilitation Monitoring System” (RMS) tool • AFD framework agreement for a project on the sustainability of rehabilitation services, with the production of knowledge capitalisation and an evaluation in collaboration with the London School of Hygiene and Tropical Medicine • Support for professional sectors (physiotherapy, occupational therapy, etc.); support to African rehabilitation centres, support to the African Federation of Orthopaedic Technicians • In several countries: assistance with the revision of cost recovery systems • Numerous publications of policypapers and satellite documents

  21. Pillar 2: An approach centred on achieving a measurable impact Actions programmed for 2013-2015 • Rehabilitation framework document • Dissemination of the “Rehabilitation Monitoring System” tool on the programmes; dissemination of e-learning tools and methodologies; support to professional sectors: development of university partnerships; introduction of intermediary-level physiotherapy training with WHO • Development of expertise in the field of functional rehabilitation in difficult settings

  22. Pillar 2: An approach centred on achieving a measurable impact • Disaster-preparedness Actions realised in 2011-2012 • Constitution and pre-positioning of emergency stocks in the form of DVFP kits in Lyon and Dubai • Some attempts to develop contingency plans in the country/regional programme frameworks (COP) • Development of a tool kit via a DIPECHO project in South Asia • Projects and publications on Disaster Risk Management (DRM) Actions programmed for 2013-2015 • A stock of mobility aids to be added to existing emergency stocks • Development of contingency plans, risk analysis and pre-positioning • Development of DRM expertise within HI and as part of a consortium.

  23. Pillar 2: An approach centred on achieving a measurable impact (cont.) • Weapons/mines Actions realised in 2011-2012 • On-going demining activity: 9 countries in 2012 • Production of a series of thematic documents (e.g. : « Armed Violence and Disability : The Untold Story ») • Promotion of Handicap International’s positioning and know-how via participation in inter-NGO or UN working groups, etc.  Actions programmed for 2013-2015 • Prospection on "light weapons and armed violence” • “Renewal” of missions: closure in Mozambique, opening in Mali, exploratory mission in Myanmar, pre-positioning in Syria...

  24. Pillar 2: An approach centred on achieving a measurable impact (cont.) • Witness-bearing and protection Actions realised in 2011-2012 • Drafting of publications (practical guide on witness-bearing) and reports • Conduct of studiesand pilot projects • Participation in the ICRC Advisory Group Actions programmed for 2013-2015 • Support for programmes with witness-bearing • Specific case of witness-bearing in Mozambique in 2014and the 20th anniversary of the Rwandan genocide • Putting in place of the PSEA policy to be continued • Policy paper on protection • Completion of the methodology guide “Making it Work: How to use good practices”

  25. Pillar 2: An approach centred on achieving a measurable impact(cont.) • Programme quality & knowledge management Actions realised in 2011-2012 • Introduction of the monitoring & evaluation policy on the programmes • Section on knowledge management included in all the country/regional programme frameworks since 2010 • Development of the first meta- evaluation in 2011 • Drafting and publication of policy papers and satellite documents Actions programmed for 2013-2015 • Introduction of systematic annual meta-evaluations • Development of tools for measuring the effects of our projects on the quality of life of the beneficiaries • Completion of the test phase of the project management software program • Development of e-learning modules • Development and maintaining of competencies in the advocacy field

  26. Pillar 3: an actor in the forefront

  27. Pillar 3: an actor in the forefront • A constant presence in more than 50 countries • Actions realised in 2011-2012 • A constant presence in more than 50 countries; Development of our partnerships • Presence in numerous collaborative groupsand regular participation in clusters and advocacy actions • Work with NAs on institutional donor policies and humanitarian aid policies • Close liaison with and investment in the HI network’s priority donors • Controlled ICR and ACR • Actions programmed for 2013-2015 • Improvements to mechanisms for the global management of programmes • Consideration of whether to create a “desk officer” type post with responsibility for operational intelligence and analysis to work on a strategy and the means for developing our “emergency” activity. • Stabilisation within the organisation of HI’s position on public financing • Examination of opportunities for opening programmes • Examination of the advantages and constraints of developing consortia:

  28. Pillar 4:Federal dynamics

  29. Implementing new gorvernancemechanisms Actions realised in 2011-2012 • Completion of the HI network’s global organisation model • Setting up of the Chairperson’s Group • Introduction of training/induction process for trustees • Creation of a Federal Secretariat Actions planned for 2013-2015 • Systematic information and accountability on the part of the Federation vis-à-vis AN (national association) boards of trustees

  30. Improvements to collective functioning Actions realised in 2011-2012 • Smooth functioning between the organisation's component parts • trengthening of the International Coordination Committee’s role • Finalisation of the organisation’s advocacy guidelines Actions programmed for 2013-2015 • Adoption of HR guidelines applicable to the whole network • Introduce information exchange systems and tools within the network • Introduction of the new global approach to advocacy • Study of federal dynamics (2014)

  31. Network development Actions realised in 2011-2012 • Development of the ANs’ fundraising, overseen by the federal DCC (definition of investment plans, fundraising, national capacity-building) • Introduction of communication plans for improving the NAs’ visibility and attracting more media attention Actions planned for 2013-2015 • Strengthening of synergies between fundraising and communication activities ( “communication in support of fundraising”) • Support for the new staff in charge of diversifying fundraising

  32. HIB’s integration into the Federation Actions realised in 2011-2012 • HIB's integration into the network • Creation of the COB and integration of HIB’s programmes • Development of a combined 2012 & 2013 budget Actions planned for 2013-2015 • Normalisation of working relations between the Federation’s services and AN Belgium: end of the process of integration into the network • Completion of the COB’s integration with regard to support services: alignment of organisation, processes and tools, integration of the teams

  33. Studyingpossibilities for externalgrowth Actions realised in 2011-2012 • Exploration of the possibility of a merger with Motivation Actions planned for 2013-2015 • Pursuance of our relationship with Motivation on the basis of a strategic alliance. Actions postponed • Other projects for external growth

  34. Study opportunities for opening a new AN Actions realised in 2011-2012 • No action taken (priority given to the integration of HIB) Actions planned for 2013-2015 • 2015: feasibility study in Australia

  35. Creation of a Foundation Actions realised in 2011-2012 • Foundation project integrated into the global reorganisation plan implemented at the end of 2012 Actions planned for 2013-2015 • 2013: completion of the organisational and legal study • 2014 : • setting up of the Foundation • Integration of Strategic Policy Unit into the Foundation

  36. In brief • A cultural and structural mutation has taken place to create an international and federal organisation • HI’sfederal network isreunited and completesince the successfulintegration of HIB • Consolidating the existing network in order to fully exploit eachAN’spotential (in terms of private and institutionalresources, as well as humanresources and institutionalrepresentationpotential) willbe a crucial issue over the nexttwoyears.

  37. Pillar 5: A high-performance organisation

  38. Human resources and capacity-building Actions realised in 2011-2012: • HR component of the improvements to programme functioning (AdFp) projectconductedfrom 2010 to 2011, including the reorganisation of the Programme HR team • Processes, guidelines and tools! • More training Actions programmed for 2013-2015: • Updating of Terms and Conditions of Engagement for expatriate staff • Improvements to the tool for monitoring permanent staff costs • HRIS solutions • Yet more training! • Diversification of HR prospecting and development of our staff rosters • A junior policy Actions postponed: • Study of possibilities for contracting expatriates according to UK and US legislation • Study into using volunteer recruitment agencies

  39. Improvements in functionning Actions realised in 2011-2012: • Financial monitoring, budget preparation, closing of the combined accounts: muchimprovedreactioncapacitythroughout the network  • DRT master plan implemented • Modelling of DAD support services • AdFp (Improvements to Programme Functioning) project: • Logistics: AdFp project carried out in 2010 • Security: AdFp project carried out in 2010 • Finances: underway • Field FIS integrating all the functionalities+ trainings Actions programmed for 2013-2015: • Develop and identify relevant performance indicators per activity/function • Put intooperation and pursue programme modelling • Bring the toolsinto use ! • Yet more important work to do in the financialfield

  40. Strengthening and steering of the organisation Actions realised in 2011-2012: • A strengthenedinternal control system • Generalisedsteering by indicators Actions programmed for 2013-2015 : • Adoption of management principles; related training • Drafting of an internal audit charter • Continuedstrengthening of steering by indicators, financialcompetencies and reactioncapacity

  41. The main cross-sectorprojects • Actions realised: • Jobs and career planning and management (2010-1012) • Financial consolidation and strengthening of “finance” staff throughout the federal network (2011-2012) • Improvements to Programme Functioning (security, logistics, human resources, finances) (2011-2012) • Definition of a « risks and security» policy for field personnel (2012) • Stillunderway: • Implementation of the HI Belgiumintegration plan (2011 - 2014) • Improvements to Programme Functioning (finance) (2011 - 2015) • Strengthening the network’scapacity to effectively use financialtools and data (2013 – 2015) • Definition of a Qualitypolicy for the programmes (2013-2015) • Finalising and rollout of the new FIS in DAU, COB and ANs (2013 - 2014) • Alignment of our management procedureswith the new rulesintroduced by the Court of Auditors (2013) • Development of toolsadapted to the strategic management methods of US institutionaldonors • Controlleddonor diversification (2013) • Pursuance of the implementation of ourinternal control system • Federal and ANF real-estateproject (2011-2014)

  42. The main cross-sectorprojects • Comingsoon : • Research and development of methods and tools for measuring the impact of our actions (2013 – 2015) • Adoption of management principles; related training (2013-2015) • launch of a study and then purchase and implementation of a Human Resources information system (HRIS) (2013-2015) • A feasibility study into a wage policy for attracting and retaining more qualified staff (2015)

  43. Next stages in the process

  44. Thankyou!

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