© P. Vermeulen / Handicap International © W. Daniels pour Handicap International © B. Franck / Handicap International Projet / Thème : SMS 2013 – Plénière

© P. Vermeulen / Handicap International

© W. Daniels pour Handicap International

© B. Franck / Handicap International Projet / Thème : SMS 2013 – Plénière du 24/07/13 matin Rédacteur : Directoire Dernière MàJ : 09/06/13

Diffusion : Participants du SMS Version : V1 Validation/statut :

Mid-term review of 2011-2015

strategy

How far have we got…

► with our 11 fundamental indicators?► with the implementation of specific

activities?

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Eleven fundamental indicators

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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 HDIwith COB: 58 countries, including 29 with

a low HDI

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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%

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3 – Sectors of activity

Target: Increase expected for the following families of activities

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Families of Activities

2009Budget share

2012Budget share

Increase in Budget volume

Basic Needs €3,086,499 € 9,025,932 +192%

Rehabilitation €12,236,043 € 15,581,941 +27%

Health €8,232,515 €8,230,290 0%

DRR €937,870 €1,164,627 +24%

Mines action €4,526,317 €10,451,624 +131%

4 – Number and categories of our beneficiaries

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Nombre de bénéficiaires directs des services par secteur d’activité

Coordination / Multi-sector policies/ / Governance 9.981

Economy 45.346

Education 57.502

Rehabilitation 155.205

Health and primary prevention 404.341

Social 75.284

Demining 468.920

Reduction in armed violence/small weapons 7.487

Risk education (landmines, cluster bombs, armed violence) 300.165

Refugee camp management/ Population repatriation 205

Management and distribution of humanitarian aid 317.168

Disaster preparedness/risk reduction 55.033

Rehabilitation and construction 109.869

Accessibility 27.750

International advocacy/EAD 642

Local inclusive development 4.174

Other 4.693

5 – Fundraising ratios

Increase in AN fundraising and reduction in dependence on AN France

Target 2015 : Maximum 75% (excl. HIB)

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Total fundraising revenue

AN France’s share

2010 €48.2 M 86.7%

2011 €44.3 M ; €50.4 M 88.3% ; 76%

2012 €51,7 M 74 %

BR 2013 €52,5 M 77 %

6 – Private Funds/Other income ratio

Target: Private funds to constitute a minimum of 51% of annual income

privés

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montant F.privés Part ANF montant F.privés Part ANF2009 nc - -2010 55,5 M€ 54,5% - -2011 57,4 M€ 54,4% 62,3 M€ 51,6%2012 - - 59,5 M€ 49,9%2013 - -

réseau fédéral (avant HIB) après intégration HIB

connu à la clôture

7 – The HI network’s global budget

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►2015 target: €115m to €120m (excl. HIB)

réseau fédéral (avant HIB)

après intégration HIB

budget budget2009 80,9 M€ -2010 102,8 M€ -2011 107,7 M€ 123,8 M€2012 - 118,7 M€2013 - 120,5 M€

8 – Permanent staff costs/global budget ratio

2015 target: below 15% of the budgetIndicator including posts linked to investment projects and exceptional growth in activity

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montant ratio montant ratio2009 12,2 M€ 15,1% - -2010 12,7 M€ 13,1% - -2011 14,4 M€ 13,5% 17,4 M€ 14,2%2012 - - 19,4 M€ 16,4%2013 - - 20,1 M€ 16,6%


9 – Social missions/Budget ratio

Target :80% of budget devoted to our social missions (programmes)

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réseau fédéral (avant HIB)

après intégration HIB

budget budget2009 nc2010 81,9%2011 79,7% 80,3%2012 80,1%2013 connu à la clôture

10 - Financial reserves/self-funding capacity

Target: Preservation of financial security and release of investment capacity

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Fonds associatifs capacité Fonds associatifs capacité2009 22,0 M€ 4,9 M€ - -2010 25,9 M€ 6,6 M€ - -2011 25,3 M€ 4,6 M€ 29,6 M€ 6,1 M€2012 - - 28,9 M€ 5,6 M€2013 - - 28,1 M€ 4,2 M€


11 – Cash-flow level

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► Target : keep within our security threshold (1/12 of budget)

solde moyen sécurité solde moyen sécurité2009 - - - -2010 - - - -2011 18,0 M€ 8,9 M€ - -2012 15,1 M€ 9,3 M€ 18,6 M€ 9,9 M€2013 - - nc 10,0 M€


Implementation ofspecific activities

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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

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Pillar 1: A strong and clear identity

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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

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Pillar 2: An approach centred on achieving a measurable impact

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► 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 policy papers and satellite documents

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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

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► 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.

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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...

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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 studies and 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 2014 and 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”

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Pillar 2: An approach centred on achieving a measurable impact(cont.)

► Programme quality & knowledge managementActions 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

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Pillar 3: an actor in the forefront

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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 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 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: 27

Pillar 4: Federal dynamics

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Implementing new gorvernance

mechanisms

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

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Improvements to collective functioning


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)

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Network development


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


Strengthening of synergies between fundraising and communication activities ( “communication in support of fundraising”)

Support for the new staff in charge of diversifying fundraising

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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


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

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Studying possibilities for external growth

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

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Study opportunities for opening a new

AN


No action taken (priority given to the integration of HIB)


2015: feasibility study in Australia

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Creation of a Foundation


Foundation project integrated into the global reorganisation plan implemented at the end of 2012


2013: completion of the organisational and legal study 2014 :

• setting up of the Foundation • Integration of Strategic Policy Unit into the Foundation

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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.

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Pillar 5: A high-performance organisation

Human resources and capacity-building

Actions realised in 2011-2012: 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 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

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Improvements in functionning

Actions realised in 2011-2012: 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 2013-2015: 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

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Strengthening and steering of the organisation

Actions realised in 2011-2012: A strengthened internal control system Generalised steering by indicators

Actions programmed for 2013-2015 : Adoption of management principles; related training Drafting of an internal audit charter Continued strengthening of steering by indicators, financial

competencies and reaction capacity

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The main cross-sector projects

► 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)

► Still underway: Implementation of the HI Belgium integration plan (2011 - 2014) Improvements to Programme Functioning (finance) (2011 - 2015) Strengthening the network’s capacity to effectively use financial tools and data (2013 –

2015) Definition of a Quality policy for the programmes (2013-2015) Finalising and rollout of the new FIS in DAU, COB and ANs (2013 - 2014) 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 (2011-2014)

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The main cross-sector projects

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► Coming soon : 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)

Next stages in the process

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Thank you!

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Documents

© P. Vermeulen / Handicap International © W. Daniels pour Handicap International © B. Franck / Handicap International Projet / Thème : SMS 2013 – Plénière