Mid-term review. of strategy. Project/Subject: SMS 2013 Author: Directoire Date: 09/06/13. P. Vermeulen / Handicap International

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1 Mid-term review P. Vermeulen / Handicap International of strategy W. Daniels pour Handicap International Project/Subject: SMS 2013 Author: Directoire Date: 09/06/13 B. Franck / Handicap International

2 How far have we got with our 11 fundamental indicators? with the implementation of specific activities? 2

3 Eleven fundamental indicators 3

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 4

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% 5

6 3 Sectors of activity Target: Increase expected for the following families of activities Families of Activities 2009 Budget share 2012 Budget share Increase in Budget volume Basic Needs 3,086,499 9,025, % Rehabilitation 12,236,043 15,581, % Health 8,232,515 8,230,290 0% DRR 937,870 1,164, % Mines action 4,526,317 10,451, % 6

7 4 Number and categories of our beneficiaries Nombre de bénéficiaires directs des services par secteur d activité Coordination / Multi-sector policies/ / Governance Economy Education Rehabilitation Health and primary prevention Social Demining Reduction in armed violence/small weapons Risk education (landmines, cluster bombs, armed violence) Refugee camp management/ Population repatriation 205 Management and distribution of humanitarian aid Disaster preparedness/risk reduction Rehabilitation and construction Accessibility International advocacy/ead 642 Local inclusive development Other

8 5 Fundraising ratios Increase in AN fundraising and reduction in dependence on AN France Target 2015 : Maximum 75% (excl. HIB) Total fundraising AN France s share revenue M 86.7% M ; 50.4 M 88.3% ; 76% M 74 % BR M 77 % 8

9 6 Private Funds/Other income ratio Target: Private funds to constitute a minimum of 51% of annual income privés réseau fédéral (avant HIB) après intégration HIB montant F.privés Part ANF montant F.privés Part ANF 2009 nc ,5 M 54,5% ,4 M 54,4% 62,3 M 51,6% ,5 M 49,9% connu à la clôture 9

10 7 The HI network s global budget 2015 target: 115m to 120m (excl. HIB) réseau fédéral (avant HIB) budget après intégration HIB budget ,9 M ,8 M ,7 M 123,8 M ,7 M ,5 M 10

11 8 Permanent staff costs/global budget ratio 2015 target: below 15% of the budget Indicator including posts linked to investment projects and exceptional growth in activity réseau fédéral (avant HIB) après intégration HIB montant ratio montant ratio ,2 M 15,1% ,7 M 13,1% ,4 M 13,5% 17,4 M 14,2% ,4 M 16,4% ,1 M 16,6% 11

12 9 Social missions/budget ratio Target :80% of budget devoted to our social missions (programmes) réseau fédéral (avant HIB) budget après intégration HIB budget 2009 nc ,9% ,7% 80,3% ,1% 2013 connu à la clôture 12

13 10 - Financial reserves/self-funding capacity Target: Preservation of financial security and release of investment capacity réseau fédéral (avant HIB) après intégration HIB Fonds associatifs capacité Fonds associatifs capacité ,0 M 4,9 M ,9 M 6,6 M ,3 M 4,6 M 29,6 M 6,1 M ,9 M 5,6 M ,1 M 4,2 M 13

14 11 Cash-flow level Target : keep within our security threshold (1/12 of budget) réseau fédéral (avant HIB) après intégration HIB solde moyen sécurité solde moyen sécurité ,0 M 8,9 M ,1 M 9,3 M 18,6 M 9,9 M nc 10,0 M 14

15 Implementation of specific activities 15

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 16

17 Pillar 1: A strong and clear identity 17

18 Pillar 1: A strong and clear identity A priority commitment to supporting the most vulnerable and excluded Actions realised in 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 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 18

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

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 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 policy papers and satellite documents 20

21 Pillar 2: An approach centred on achieving a measurable impact Actions programmed for 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 21

22 Pillar 2: An approach centred on achieving a measurable impact Disaster-preparedness Actions realised in 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 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. 22

23 Pillar 2: An approach centred on achieving a measurable impact (cont.) Weapons/mines Actions realised in 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 Prospection on "light weapons and armed violence Renewal of missions: closure in Mozambique, opening in Mali, exploratory mission in Myanmar, pre-positioning in Syria... 23

24 Pillar 2: An approach centred on achieving a measurable impact (cont.) Witness-bearing and protection Actions realised in Drafting of publications (practical guide on witness-bearing) and reports Conduct of studies and pilot projects Participation in the ICRC Advisory Group Actions programmed for Support for programmes with witness-bearing Specific case of witness-bearing in Mozambique in 2014 and the 20 th 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 24

25 Pillar 2: An approach centred on achieving a measurable impact(cont.) Programme quality & knowledge management Actions realised in 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 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 25

26 Pillar 3: an actor in the forefront 26

27 Pillar 3: an actor in the forefront A constant presence in more than 50 countries Actions realised in A constant presence in more than 50 countries; Development of our partnerships Presence in numerous collaborative groups and 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 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: 27

28 Pillar 4: Federal dynamics 28

29 Network development Actions realised in 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 Strengthening of synergies between fundraising and communication activities ( communication in support of fundraising ) Support for the new staff in charge of diversifying fundraising 29

30 HIB s integration into the Federation Actions realised in 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 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 30

31 Study opportunities for opening a new AN Actions realised in No action taken (priority given to the integration of HIB) Actions planned for : feasibility study in Australia 31

32 Creation of a Foundation Actions realised in Foundation project integrated into the global reorganisation plan implemented at the end of 2012 Actions planned for : completion of the organisational and legal study 2014 : setting up of the Foundation Integration of Strategic Policy Unit into the Foundation 32

33 In brief A cultural and structural mutation has taken place to create an international and federal organisation HI s federal network is reunited and complete since the successful integration of HIB Consolidating the existing network in order to fully exploit each AN s potential (in terms of private and institutional resources, as well as human resources and institutional representation potential) will be a crucial issue over the next two years.

34 Pillar 5: A high-performance organisation 34

35 Human resources and capacity-building Actions realised in : HR component of the improvements to programme functioning (AdFp) project conducted from 2010 to 2011, including the reorganisation of the Programme HR team Processes, guidelines and tools! More training Actions programmed for : 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 35

36 Improvements in functionning Actions realised in : Financial monitoring, budget preparation, closing of the combined accounts: much improved reaction capacity throughout 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 : Develop and identify relevant performance indicators per activity/function Put into operation and pursue programme modelling Bring the tools into use! Yet more important work to do in the financial field 36

37 Strengthening and steering of the organisation Actions realised in : A strengthened internal control system Generalised steering by indicators Actions programmed for : Adoption of management principles; related training Drafting of an internal audit charter Continued strengthening of steering by indicators, financial competencies and reaction capacity 37

38 The main cross-sector projects Actions realised : Jobs and career planning and management ( ) Financial consolidation and strengthening of finance staff throughout the federal network ( ) Improvements to Programme Functioning (security, logistics, human resources, finances) ( ) Definition of a «risks and security» policy for field personnel (2012) Still underway: Implementation of the HI Belgium integration plan ( ) Improvements to Programme Functioning (finance) ( ) Strengthening the network s capacity to effectively use financial tools and data ( ) Definition of a Quality policy for the programmes ( ) Finalising and rollout of the new FIS in DAU, COB and ANs ( ) Alignment of our management procedures with the new rules introduced by the Court of Auditors (2013) Development of tools adapted to the strategic management methods of US institutional donors Controlled donor diversification (2013) Pursuance of the implementation of our internal control system Federal and ANF real-estate project ( ) 38

39 The main cross-sector projects Coming soon : Research and development of methods and tools for measuring the impact of our actions ( ) Adoption of management principles; related training ( ) launch of a study and then purchase and implementation of a Human Resources information system (HRIS) ( ) A feasibility study into a wage policy for attracting and retaining more qualified staff (2015) 39

40 Next stages in the process 40

41 Thank you! 41