HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 1
GUIDE FOR DEVELOPING A PROGRAMME’S
PLURI-ANNUAL STRATEGY
THIS GUIDE DESCRIBES THE PROCESS OF DEVELOPING THE
PLURI-ANNUAL
STRATEGY
FOR
A
HANDICAP
INTERNATIONAL PROGRAMME. IT IS FOLLOWED BY THE
“PREPARATORY DOCUMENT” WHICH INCLUDES ALL THE
TOOLS TO BE USED, AND SERVES AS SUPPORT DOCUMENT
FOR THE VARIOUS STAGES IN THE PROCESS.
NOTE: ALSO AVAILABLE IN FRENCH
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 2
CONTENTS
INTRODUCTION
Page 3
- THE GENERAL FRAMEWORK OF PROGRAMME MANAGEMENT
- THE PROCESS OF DEVELOPING A PLURI-ANNUAL STRATEGY
PREPARATORY PHASE
Page 6
DEVELOPMENT OF THE STRATEGY
Page 7
- OBJECTIVES
- STEPS IN THIS STAGE
- THE TOOLS TO BE USED
CONSOLIDATION OF THE STRATEGY
Page 11
- OBJECTIVES
- W HAT IS THIS STAGE FOR?
- STEPS IN THIS STAGE
- DOCUMENY TO THE PROGRAMMES BOARD OF DIRECTORS FOR REVIEW
VALIDATION OF THE STRATEGY
Page 16
- OBJECTIVES
WHAT IS THIS STAGE FOR?
- STEPS IN THIS STAGE
- THE STRATEGIC FRAMEWORK AGREEMENT
- AFTER THIS PROCESS…
GLOSSARY
Page 19
PREPARATORY FILE FOR DRAWING UP A PLURI-ANNUAL STRATEGY
Page 20
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 3
INTRODUCTION


THE GENERAL FRAMEWORK OF PROGRAMME MANAGEMENT
Handicap International’s development, the increasing complexity of its approaches and
management, are creating an ever increasing need to anticipate perspectives for programme
development and arbitrate on the overall balance of activities. The programme management audit
held in 1998 resulted in the setting up of management processes and tools for defining
programme management procedures on the one hand, and the process for drawing up pluriannual strategies and the programmes’ annual steering system on the other.
All of these frameworks have been drawn up with a mind towards the decentralisation of
responsibilities in the field, the simplification of operating channels and the assuming of
responsibility by all actors involved in programme management, whilst at the same time creating
a sufficiently flexible system for it to be adapted to the specific nature of each programme.

The Programme Management Procedures Handbook
The Programme Management Procedures handbook, the first version of which was written in
November 2000, determines relations between the different actors participating in programme
management and sets out all of the procedures relating to this management. It defines the
interaction between Head Office and the field, and details the operational methods and role of
the specialised services and other Head Office contacts.
The Programme Management Procedures handbook provides the general framework for
programme management, to which each programme’s own management methods must comply.
See the “Programme Management Procedures” handbook.

The Programme’s Pluri-annual Strategy
The strategy reflects our vision of a programme’s development and the mandate we have given
ourselves in the country (or region) concerned. On the basis of an internal and external analysis
of the programme’s context, it enables us to plan explicitly what we want to do (and decide what
we don’t want to do), to determine the prior conditions for these actions, to analyse the risks and
assumptions, and to prepare alternative scenarios. Each programme should refer to an updated
pluri annual strategy.
The instability of the contexts in which Handicap International operates, combined with the
difficulty of positioning ourselves within a complex system of stakeholders, makes it difficult to
draw up one single long-term strategy. Strategic development will therefore consist of
anticipating right from the beginning the situations with which we might be confronted, and
selecting the most appropriate position to adopt in order to maintain course. This means
establishing a general framework that will enable programme actors to schedule, implement and
evaluate their actions. Strategic development provides us with a shared vision of what we are
undertaking.
The strategy planned in this way is drawn up for a period of time adapted to each programme’s
rate of development and specific nature. It is pluri-annual, covering a period of between 2 and 5
years. The process of drawing up a strategy is concluded by the signature of a Strategic
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 4
Framework Agreement, between the Field Programme Director (FPD), the Desk Officer (Desk
Officer) and the ODP and TRD directors.
It is this process of drawing up pluri-annual programme strategies that is to be
discussed in this guide.

The annual forecast and Annual Programme Steering system
The framework defined by the Strategic Framework Agreement is then set out in an Annual
Plan of action (PME). This plan is accompanied by the programme’s steering methods
(relating to operational and communication activities, human and financial resources), which
define the respective roles of the Desk Officers, Field Programme Directors and Operational
Directorate for Programmes (ODP), as well as the other actors at Head Office and in the field, in
the implementation of the strategy, and the monitoring and evaluation of the actions undertaken
for the calendar year ahead.
See “Guide to drawing up the annual forecast and steering framework”
The process for drawing up pluri-annual strategy is based on the principle of a contract between
the Field Programme Director, the Desk Officer, the ODP and the TRD, in which the strategic
orientations for the medium and long term are detailed (this is known as Pluri-annual Strategic
Framework Agreement).
These processes aim at greater autonomy for the Field Programme Director, a higher degree of
perspective for the Desk Officer and enhanced macro steering capacity for the Programme Board
of Directors (PBD).

THE PROCESS OF DRAWING UP A PLURI-ANNUAL STRATEGY
The global programme strategy is built up of four components:
ACTIVITIES
1)
Operational strategy
2)
Communications strategy
RESOURCES
3)
Human resources strategy
4)
Financial resources strategy
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 5
The process of developing pluri-annual strategy consists of four stages:
 The preparation stage that defines the process
 The development stage managed by the Field Programme Director with the participation of
the field teams and partners.
 The consolidation stage managed by the Field Programme Director and the Desk Officer
with the participation of the Head Office specialised services and sections concerned with the
programme
 The validation stage by the Programme Board of Directors during a “Programme Review.
The validated strategy is formalised by a Strategic Framework Agreement, signed by the Field
Programme Director, the Desk Officer and the Directors of the ODP and the TRD.
PROCESS MANAGEMENT ACTORS
FPD / DO
Stage 0
Preparatory phase
FPD
Stage 1
Development of
strategy
Field teams and
partners
FPD / DO
Stage 2
Consolidation of
strategy
FPD / DO/ PBD
Stage 3
Validation of the
strategy
Specialised services,
Sections, ODP and TRD
ACTORS INVOLVED IN THE IMPLEMENTATION OR WITH AN ADVISORY ROLE WITHIN THE PROCESS
The time needed for stage 1 will depend on the size of the programme and the team, but should
usually be started at least 2 months before the programme review.
Stages 2 and 3 involve the Field Programme Director, Desk Officer and the specialised services,
followed by the Programme Board of Directors, and supposes that the Field Programme Director
will be at Head Office for an extended period before, during and after the programme review.
The Field Programme Director will therefore have to spend ten days at Head Office in order to
complete the elaboration of the strategy and finalise the Strategic Framework Agreement.
Note: In the case of the start-up phase of a new programme, the stages described in points 1 and
2 are adapted to include the feasibility mission and project set-up phases, the Desk Officer
generally being identified during these stages.
TERMINOLOGY
 A Programme is a strategic unit, generally at a country, or group of countries level.
It is directed by a Field Programme Director.
 A Domain is a geographical or thematic operational unit. It can be directed by a
Coordinator or a Project Manager if the domain concerns just one project.
 A Section is a branch of activity within a domain which may interact with a project;
each concerns a different area of impact.
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 6
STAGE 0:
PREPARATORY PHASE
Process management actors
FPD / DO
Stage 0
Preparatory phase
DO
Stage 1
Development of
strategy
Field teams
and partners
FPD / DO
Stage 2
Consolidation of
the strategy
FPD / DO/ PBD
Stage 3
Validation of the
strategy
Specialised services,
Sections, ODP and TRD
ACTORS INVOLVED IN THE IMPLEMENTATION OR WITH AN ADVISORY ROLE WITHIN THE PROCESS
The preparatory phase, which takes place ideally around six months prior to the review enables
the Desk Officer, Field Programme Director and Operational Director of Programmes to concert
on how the process will unfold and on the general strategy framework:
Between the Field Programme Director and the Desk Officer: to plan the whole process
and define the Field Programme Director’s position in stage one. The Desk Officer and the Field
Programme Director will decide together whether they will work both with the team in drawing
up the strategy, or whether the Desk Officer will only come in after stage 1 to consolidate with
the Field Programme Director the perspectives drawn up with the field team. These different
configurations will depend on various factors: the level of maturity of the programme, the Desk
Officer’s involvement in programme management, the Field Programme Director’s knowledge
of methodology and tools, etc. This is all to be “made to measure” and the methods adopted for
this preparatory phase will be determined by the Field Programme Director and the Desk Officer.
Between the Desk Officer and the Operational Director of Programmes: this work will
enable the Desk Officer and the Operational Director of Programmes to reach a definitive
decision on general framework, methods, expectations and the schedule for the review itself.
This initial outlining of the framework should not be neglected as it plays a crucial role in
avoiding possible misunderstandings or false starts in terms of orientation which may delay
the strategy validation process.
A the end of this stage, a short note should be written and distributed to the actors involved
in the process explaining the general framework, the methods, expectations, schedule and
results awaited during the review process.
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 7
STAGE 1:
DEVELOPMENT OF
THE
STRATEGY
Process management actors
FPD/ DO
Stage 0
Preparatory phase
DO
Stage 1
Development of
strategy
Field teams
and partners
FPD / DO
Stage 2
Consolidation of
the strategy
FPD/ DO / PBD
Stage 3
Validation of the
strategy
Specialised services,
Sections, ODP and TRD
ACTORS INVOLVED IN THE IMPLEMENTATION OR WITH AN ADVISORY ROLE WITHIN THE PROCESS
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 8
OBJECTIVES:
 To analyse the context and produce an internal and external situation update for the
programme from a critical perspective.
 To draw up the programme’s development perspectives in terms of operational,
communication, human and financial resources, in relation to the Association’s pluriannual strategy.
WHAT IS THIS STAGE FOR?
The purpose of this stage is to collect and analyse the appropriate amount of data from the
actors in the field, to enable the Field Programme Director and Desk Officer to consolidate the
most appropriate and realistic strategic and managerial perspective possible. The work should
be as participative as possible and should not only involve the teams but also, for the context
analysis and programme results analysis, Handicap International’s partners.
STEPS IN THIS STAGE:
When?
Under the
responsibility
of
With whom?
How?
…
Start-up at least 2
months before the Field
Programme
Director
comes to Head Office
for the consolidation of
strategy
Note: the process may be
started at the end of a
major financing cycle,
when a major strategic
change is foreseen; when
there is a change in Field
Programme Director, etc.
Project
Manager or
Coordinator
Desk Officer
At project level:
Project team Workshops which may be run
and partners by a third party
Use of the situation update,
current results assessment and
perspectives tools
At programme level1:
Coordinators / Workshops which may be
Project
chaired by a third party.
Managers
Synthesis of the various
Administrator workshops at project level2
Use of the situation update,
results
analysis
and
perspectives tools
NB: For small programmes, one workshop for all of the aforementioned staff may be enough
.
Depending on requirements, work on a “programme” scale may be carried out at the start in order to define the
work of project teams, or later on in order to integrate projects into an overall rationale.
2
A programme is not only the sum of its projects. The critical assessment of the programme as a whole can reveal
strong and weak points and potential risks beyond those revealed by each project assessment.
In the interest of the programme’s overall coherency the Field Programme Director could decide to modify
perspectives for actions identified separately by project teams.
1
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 9
THE TOOLS TO BE USED
The different tools that make up the preparatory file are designed to guide the Field Programme
Director/Desk Officer in designing the pluri-annual strategy for the programme, and also to
enable the different contacts at Head Office to have a clear and coherent understanding of this
strategy. However, whilst being comprehensive, these are not exclusive and it is therefore
important to be as analytical and synthetic as possible when filling in the tables (with the option
of adding appendices if necessary).
At the end of the guide there is a suggested grid, it is recommended to follow the plan to ensure
the coherence of the analysis proposed and a certain homogeneity. This will also make it easier
to read the document as it will follow a logical train of thought which makes it possible to
understand how the context (history, geopolitics, role of stakeholders etc.) and the current
programme situation lead to the proposition of a strategy for the coming years.
FILE CONTENT
Part 1: General context
1) Historical, geographical, political and socio-economic situation in the country
2) Stakeholder system and sector analysis
Part 2: Situation Update and Results Analysis
1) HI programme history
2) Map situating HI intervention sites
3) Analysis of the evolution of the programme:
4) Situation update for programme (Operational, HR, Financial, Communication
components)
5) Programme results analysis
Part 3: Strategic Perspectives
1) Link between context, results analysis and strategy
2) Coherence with HI pluri-annual strategy
3) Programme pluri-annual strategy (review table)
4) Positioning vis à vis stakeholders
5) Geographical strategy
6) Operational Pillar
7) Financial Resources and forecast budgets / BPF component
8) Communication component
9) Human Resources component
Conclusion
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 10
PUTTING TOGETHER THE STUDY DOCUMENT FOR SPECIALISED SERVICES
Preliminary Study
document
Part 1: General Presentation
I
- Political and socio-economic situation of country
- Stakeholders analysis
Part 2: Situation update and results analysis
FPD





programme history
Map situating HI intervention sites
Analysis of the evolution of the programme:
Situation update for programme (Operational,
HR, Financial, Communication components)
5) Programme results analysis
Part 3: Strategic Perspectives






Link between context, results analysis and
strategy
Coherence with HI pluri-annual strategy
Programme pluri-annual strategy (review
table)
Positioning vis à vis stakeholders
Geographical strategy
Operational Pillar, Financial Resources and
forecast budgets / BPF component,
Communication,
Human
Resources
component
Deadline : one week before
FPD comes to Head Office
Desk
Officer
Schedule of
meetings
Please refer
to the list in
the following
section
ODP
TRD
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 11
STAGE 2:
CONSOLIDATION
OF THE
STRATEGY
Process management actors
FPD/ DO
Stage 0
Preparatory phase
DO
Stage 1
Development of
strategy
Field teams
and partners
FPD / DO
Stage 2
Consolidation of
the strategy
FPD/ DO / PBD
Stage 3
Validation of the
strategy
Specialised services,
Sections, ODP and TRD
ACTORS INVOLVED IN THE IMPLEMENTATION OR WITH AN ADVISORY ROLE WITHIN THE PROCESS
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 12
OBJECTIVE:
 To consolidate the strategic framework prepared by the field team, with the specialised
services from Head Office and the sections involved in the programme
WHAT IS THIS STAGE FOR?
The purpose of this stage is to have the various aspects of the strategic framework put forward
by the Field Programme Director/Desk Officer optimised and validated by the various Head
Office specialised services, each one in its own area.
This stage offers triple advantages:
1. Confronting the strategic perspectives put forward by the programme team with each
service’s framework of reference, whilst taking the specific nature of each programme into
account as much as possible. At this stage, the Desk Officer guarantees the global coherency
of the programme, whilst keeping as close as possible to the frameworks decided by the
specialised services.
2. Increasing the various Head Office staff’s knowledge of the programme by taking the time to
inform them about the programme, the different projects, the situation and the future
perspectives.
3. Enabling the Desk Officer, Field Programme Director and specialised services to regulate
early on a maximum number of aspects in order to later allow the Field Programme Director
autonomy in implementing the strategy and facilitate (lighten) the task of monitoring by the
Desk Officer and the specialised services.
STEPS IN THIS STAGE
Under the DO’s responsibility: the DO is responsible for passing documents on to the different
departments and sections involved in the process so they can read through them and give their
reactions if necessary, particularly on the perspectives and the programme /units / sections of
activity structuring. The DO is also responsible for organising all meetings according to the order
defined in the table below.
This process takes place over two periods: a pre-review and discussion work with thematic
exchanges between different departments
1) Pre-review
The time allocated to the pre-review ensures that the file will be presented to all contacts
participating in the process. This presentation should be given in a clear and dynamic way, using
power point slides if possible to summarise the analysis presented in the document.
All the Unit Managers and the ODP Delegated Directors who are not currently represented in the
programme will be invited during the pre-review phase. This action is necessary following the
updating of HI's areas of intervention and will provide the opportunity to think more widely
about all areas of intervention in relation to the programme’s potential. However, if certain areas
of intervention (eg. Mines) are not relevant to the programme, the presence of these
representative will of course not be required.
According to their availability Handicap International’s Directors (ODP, TRD, DSO and CCD),
will also be involved in the pre-review in order to ensure that on a management level all HI
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 13
programme practices are taken into consideration, and also to nourish the programme’s
reflections with the management’s long-term, overall vision.
To ensure that the sections follow as closely as possible in the drawing up of the programmes’
pluri-annual strategy and to give them a feeling of “co-ownership” of HI programmes, their
involvement in the process is strongly recommended (according to the priorities determined by
the sections in terms of geographical or funding body strategies).
Given the large number of participants involved working with a "round table" method where
each person has a limited amount of time in which to contribute may be necessary, the other
participants can reserve their comments for the thematic meetings. The minutes of this meeting
are taken by the DO’s assistant and will act as a guide for the meetings that take place during the
review process at Head Office.
2) Thematic Discussions
It is important to make sure that the people who contribute to the thematic meetings have
been involved in the pre-review, in order to ensure a clear and complete vision of the
strategy.
The thematic discussions are organised by the Technical Coordination Unit and all those directly
or indirectly concerned can be included. This ensures greater efficiency in the presentation of the
strategy recommended by the FPD / field team whilst continuing to engage in further discussion
of the given theme. Then, more detailed discussion can take place on an individual basis with the
Technical Advisers.
The minutes of these exchanges are only required if the Technical Advisors and the FPD / DO
have conflicting opinions, the RC is included in the document prepared for the programme
review precisely in order to arbitrate during the programme review meeting.
The meeting with the managers responsible for financial strategy will take after all the meetings
with other departments in order to integrate all the departments' observations into the financial
strategy to be developed.
All the comments made by the departments during these meetings, as well as the answers to the
questions raised during the pre-review and contained in the minutes, are incorporated into a
document for the programme review meeting (and sent to the participants at least 24 hours
before the meeting). This may simply be an updated version of the preparatory file for the
programme review, in which indicates any modifications made.
The length of this period at Head Office depends on the size of the programme, the complexity
of the projects and the number of participants but it should run to around ten days, giving
enough time to everyone (specialised departments and FPD / DO) to fully discuss the issues and
incorporate the comments made.
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 14
ORGANISATION OF PROGRAMME REVIEW CYCLE
Meetings 3
Purpose of meetings
Programme pre- Determine the Head
review
Office process for
work on the four
strategic components
Participants




Director of Development Action
Director of Mine Action
Director of Emergency Response
Institutional Funding Strategy Deputy from
the ODP
Other DOs

Unit Managers

Strategic Policy
Political Action and Advocacy






Dir. HR Delegate and Jobs and Careers
Manager
FC

PM of sections concerned


Private Fund Raising Manger
Institutional Communications Manager
Sponsorship Manager
Programmes Communications Officer

Other participants in thematic sessions

Desk Officer
Field Programme Director
Unit Manager
Technical advisors for the different
programme projects (current or to be
integrated into the strategy) and the
relevant Unit Managers
Programme Support Officers concerned



Operational
Consolidate the
sessions
operational strategy
(organised
by component
theme and unit)




3
The sessions should take place in the order given.
Desk Officer
Field Programme Director
Directors (Executive Director, ODP, TRD,
DSO, CCD)
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 15
Communication,
Campaigning,
Political Action
and
Advocacy
Session
Consolidate the
Political Action and
Communication
strategic components





Human
Resources
,
Organisations
and
Administrative
Coordination
Session
Consolidate the
Organisation / HR
strategic component






Finance
session
Consolidate the
financial strategy
component




.
Desk Officer
Field Programme Director
Political Action and Advocacy
Strategic Analysis Manager
Programmes Communications Officer
Desk Officer
Field Programme Director
Manager of Jobs and Careers
Management section and JCM desk
adviser.
Internal Control, Organisation and Means
Manager
Financial and Administrative Coordination
Manger or desk adviser
Logistics adviser for the desk
Desk Officer
Field Programme Director
ODP and TRD Institutional Funding
Strategy Deputy and other members of
their team
The relevant Programme Financial
Controller
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 16
STAGE 3:
VALIDATION
OF THE
STRATEGY
Process management actors
FPD/ DO
Stage 0
Preparatory phase
DO
Stage 1
Development of
strategy
Field teams
and partners
FPD/ DO
FPD/ DO/ PBD
Stage 2
Consolidation of
strategy
Stage 3
Validation of the
strategy
Specialised services,
Sections, ODP and TRD
ACTORS INVOLVED IN THE IMPLEMENTATION OR WITH AN ADVISORY ROLE WITHIN THE PROCESS
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 17
OBJECTIVES:
 To validate the global strategy proposed by the programme team
 To take into account the strategic adjustments considered necessary by the ODP and
TRD directors
WHAT IS THIS STAGE FOR?
This stage allows for feedback on the consolidation carried out and for institutional arbitration
if required.
ODP and TRD validation and/or arbitration concerns:
 the proposed strategies, and the estimation of the human, financial and technical resources
required for their implementation,
 alternative scenarios, giving careful attention to the risks involved
The overall strategy is assessed according to the structure's global potential (capacity to respond
and know-how), and its relevance in terms of the association's mandate.
SEQUENCE OF EVENTS
Who?
How?
DO/ FPD Programme Review (one half day)
ODP
The Desk Officer and the Field Programme Director present feedback on the
TRD
consolidation of the points from the thematic discussion which answer the
questions raised during the programme review. These elements will have
made it possible to update if necessary the preparatory file for the programme
review. The ODP and TRD directors will carry out the necessary arbitration
on one hand, and on the other hand, decide on the new orientations to be
developed.
ADO
Draws up a decisions statement highlighting and commenting on the new
items to be added to the preparatory document and identifying the major
challenges.
Depending on the items discussed during the review and/or the positions
given in the decisions statement, they will finalise the preparatory document
which will then constitute the Strategic Framework Agreement.
FPD/DO The Desk Officer distributes the decision statement to each new contact
person encountered in stage 2 together with the strategic perspectives
concerning them, if they have been altered.
ODP
Validates the finalised version of the Strategic Framework Agreement
FPD- DO Sign the Strategic Framework Agreement in triplicate
– ODP –
TRD
DAD
Ensure the follow-up of the strategy implementation by the FPD and the DO
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 18
THE STRATEGIC FRAMEWORK AGREEMENT
STRATEGIC FRAMEWORK
AGREEMENT
Quadripartite agreement
Signatories:
DO / FPD / ODP / TRD
Cover page
Which contains the four signatures
Part 1: General presentation
Strategic
Framework
Agreement
for programme
XXX
Drawn up for X
years
From ../../.. to
../../..
Desk Officer
FPD DGP
Part 2: Situation update and results
analysis
Part 3: Consolidated strategic
perspectives
NB.: The Strategic Framework Agreement is distributed to the ODP Secretariat in order that it can be accessed on
the intranet.
AFTER THE PROCESS…
Once the Strategic Framework Agreement has been finalised and signed, the Field Programme
Director provides feedback on the work carried out to their team (and possibly to the various
partners) in order to reinforce the sense of inclusion in any eventual modifications made to the
strategic document during the specialised departments consultation phase and the programme
review. This document may also be used in a modified form as a communication tool for funding
bodies.
This is then followed by programming adjustments in line with the validated strategic
perspectives, notably within the annual programming framework (PME). This work enables the
Field Programme Director to organise the delegation of responsibilities within the team. The
project managers and the administrator consequently prepare their individual action plans with
their teams. At this stage, they define the monitoring/evaluation criteria and indicators
corresponding to the new objectives / expected results, as defined in the Framework Agreement.
Drawn up in this way, the Strategic Framework sets the course for the development of the
programme, and fixes the limits of the Field Programme Director's autonomy according to the
strategy framework defined by Head Office and the field. The Desk Officer then has an advisory
capacity regarding the implementation, continuous evaluation of results, and responsibilities vis
à vis the Programme Board of Directors. Depending on the differences observed, he/she will
contact the Field Programme Director to ensure that appropriate measures are being taken. If
necessary, in order to validate proposals or alternatives not foreseen in the Framework
Agreement, the Desk Officer will request the Programme Board of Directors to arbitrate, or to
arrange a new review.
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 19
GLOSSARY
 Arbitration: refers to a decision taken by an impartial third party called upon in the event of
disagreement between two parties. The notions of conciliation and mediation are means that
can be used in this arbitration procedure.
 Coherence: in this instance, this corresponds to a logical relationship between several ideas
or closely related actions.
 Control (To): check that the set procedures and/or rules have been respected. Controlling is
about conformity.
 Direct (To): to take on responsibility for the execution of the strategies laid down in the
strategic framework agreement; to decide on the implementation methods and to manage an
operational team.
 Evaluate (To): to continually assess the degree, the quality and the appropriateness of the
progress of the planned actions, based on an analysis of indicators identified at an earlier
stage; to advise and assist with any necessary adjustments.
 Objective: in terms of strategy, this corresponds to the result you wish to achieve via the
implementation of the appropriate resources by which to achieve it. In all cases it should be:
realistic, achievable, measurable, acceptable. The objective can constitute an intermediary or
final milestone; attaining all of the objectives results in the full execution of the programme.
 Steering: is the equivalent of management and corresponds to the general management
function.
 Position: corresponds to the operational role played by Handicap International for each
objective in relation to a third party structure (e.g. prime contractor/funding body, technical
adviser /ministry, co-funder/local partner, facilitator/village group, etc.). The importance of
defining the position is to clarify Handicap International's level of responsibility in the result
to be achieved.
 Process: corresponds to all the methods, means and manners of carrying out an action. In a
wider sense, it designates the "how" in relation to the content, the "what"
 Strategy: in this instance, this corresponds to the perception that the Field Programme
Director and Desk Officer have of "how" the objectives of the programme can be achieved.
According to Pierre Massé, "to define a strategy is to draw up a list of all the situations with
which you may be faced and decide right from the start what you will do should they actually
arise"
 Steering system: corresponds to the operational management of processes and structures (in
this case, programmes) in accordance with defined objectives and expected performance
levels. It provides a group of interdependent and co-ordinated tools and methods to enable
the person responsible for the structure (in this case, the Desk Officer) and their co-workers
(in this case, field teams & partners) to continuously improve on the organisation that has
been set up.
 Validate (To): corresponds to an upstream control function, that is to say "to declare or
make legally valid" (Oxford), to formally authorise the implementation of a proposal. In this
case, this refers to the validation by the specialised services of the strategy proposed by the
Field Programme Director and Desk Officer, prior to implementation.
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 20
Preparatory file for drawing up a Pluri-annual Strategy
FILE CONTENT
Part 1: General context
1) Historical, geographical, political and socio-economic situation in the country
2) Stakeholder system and sector analysis
Part 2: Situation Update and Results Analysis
1)
2)
3)
4)
HI programme history
Map situating HI intervention sites
Analysis of the evolution of the programme:
Situation update for programme (Operational, HR, Financial, Communication
components)
5) Programme results analysis
Part 3: Strategic Perspectives
1)
2)
3)
4)
5)
6)
7)
Link between context, results analysis and strategy
Coherence with HI pluri-annual strategy
Programme pluri-annual strategy (review table)
Positioning vis à vis stakeholders
Geographical strategy
Operational component
Financial Resources component and forecast budgets / needs for Associative
funds
8) Communication component
9) Human Resources component
Conclusion
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 21
PART 1 - GENERAL CONTEXT
The first part of the document should present the regional context for the programme. In order to do this
the document will outline the historical, geographical, political and socio-economic situation in the
programme area. An overview of the country’s administrative structure will help to clarify the nature of
administration issues encountered at different levels of the State organisation notably in cases where a
devolution process is taking place.
Then the document should describe the disabled person's environment and the stakeholder system,
sector by sector For this last point see the 2005 Handbook: Chapter 1 Strategic Management of
Programmes, paragraph 1: HI Stakeholder in local life, and also the Partnership Guide
The tool developed by HIB (Country Strategic Assessment) may help with the analysis, it can be used
and summarised in the presentation of the context and of the role of stakeholders. The framework
described by the new United Nations convention on rights for people with disabilities may also be used as
an aid to analysis.
In any case the analysis should focus on the following points and draw out for each point the role of the
stakeholders and the opportunities available:
 Situation for people with disabilities (including national policies and the social inclusion of Pwd)
 Health Sector
 Education sector
 Transport, infrastructure (accessibility) and road safety sector
 Employment and socio-professional inclusion
 HIV / AIDS situation
 Mines, UXO and cluster munitions situation
 Risk mitigation, humanitarian relief situation, potential risks
Furthermore, the general overview could be completed by an analysis of the situation for women which
will make it possible to include the “Gender” approach in the programme strategy.
This part should also be as detailed as possible in order to understand the strategic choices proposed
further on.
PART 2 – SITUATION UPDATE AND RESULTS ANALYSIS
1) HI programme history
2) Map situating HI intervention sites
3) Analysis of the evolution of the programme: How did we get to this point?
4) Programme situation update in relation to the previous programme review
a. Operational component
Analysis of each unit, as determined by the previous programme review, on the effect / impact obtained,
the quantative and qualitative results reached, and an explanation of any discrepancies observed.
The project details will be included in an appendix.
b. Human Resources component
Attach an up-to-date organisation chart of the programme and a table showing the allocation of staff by
professional category and by project. A presentation of the management system (senior management
team) and programme leadership (meetings, space for dialogue etc.) should also be attached.
A results analysis for the HR component should be carried out by outlining internal observations (in terms
of skills, the number of staff / objectives and workload, motivation, potential for career development etc.)
and the reasons for these observations (management, social policy, pay, training, recruitment etc.) and by
observing externally the opportunities and obstacles based on competition with other NGOs, legislation,
level of qualifications of national populations, the socio-economic and political context etc.
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 22
c. Financial resources component
Presentation of the changes in the budget and the programme's financial cover as well as the budget for
the reference year (Excel spreadsheet)
A results analysis for the Financial resources component should be carried out, particularly by analysing
the main difficulties encountered in seeking funding (in other words, what types of activities are under or
poorly financed), the satisfaction of the funding bodies with the projects they fund, and the likelihood of
obtaining a future commitment from these funding bodies, the compatibility of HI's strategic orientation
with the funding body’s priorities etc.
d. Communication component
5) Programme results analysis
The programme results analysis should present, based on the presentation of the points dealt with in the
situation update below, a critical analysis and a full, overall evaluation of the programme. This
presentation is important as it makes it possible to understand the strategic choices made by the
programme according to the context.
It is possible to do this using a SWOT analysis (Strengths - Weaknesses - Opportunities - Threats) or any
other overall analysis that may be of use in having a clear vision of the programme.
PART 3 – STRATEGIC PERSPECTIVES
1) Link between context, results analysis and strategy
To introduce this third section the approach that has made it possible to determine the strategy on the
basis of the context analysis and the programme results analysis should be described.
This paragraph should also determine the period for which the strategic perspectives are defined (3 – 5
years) according to the level of visibility on the context and the potential for action by the organisation.
2) Coherence with HI pluri-annual strategy
This part aims, in a few lines, to place the programme in the organisation’s overall strategy by
establishing a link between the challenges and HI's strategic orientation and the strategy defined by the
programme.
3) Programme pluri-annual strategy (review table)
The programme’s strategic perspectives are presented in the form of a review table to clarify the overall
programme structure for the coming period. This table represents the skeletal structure of the
programme strategy and is therefore an essential part of the programme review. It is not necessarily
confined to the operational units but may include elements of HR, Communication or Finance strategy.
4) Positioning vis à vis stakeholders
This section determines the role of the programme vis à vis the local stakeholders, with the input and
value-added brought about by this relationship and the types of relationships created etc.
5) Geographical strategy
This part details the geographical areas of intervention and explains and justifies the geographical
choices made.
6) Operational component
If the pluri-annual strategy presented in point 3 is concerned with the strategic units, it is important to be
able to make the link between this strategy and the projects implemented by the programme. It will
therefore include cross tabulation between the units and the projects, both current and planned. Within
the framework of a long-term strategy, this table can be limited to the first three years of the period under
consideration.
7) Financial resources component
The financial strategy is outlined in the form of two tables for the whole programme:
a) Funding::
For each theme, the table presents the institutional funding perspectives.
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 23
On the programme level and then for each unit or project: A quantative estimation for year 1 and the main
evolutionary trends (,  or ) over the following years (with explanations for the main variations)
Perspectives for institutional financial cover: Funding bodies already committed, potential funding bodies
and other possible leads (with an estimation of the cover rate)
The main risk areas, for surcharges, or under-funding related to the implementation of the unit or project
(or section of activity), and their different components should be identified.
b) Forecast budget and pluri-annual needs in terms of Associative Funds
The Operational Directorate for Programmes hopes to work towards a system of committing to allocation
of private funds on a pluri-annual basis. The intention is therefore to present allocated private funds for
the coming period during the programme review. This will make it possible to better evaluated the needs
in terms of private funds for all the programmes (and therefore to set fund-raising targets), as well as
giving the FPD / DO more certainty in terms of annual planning.
A table (or graphic), in any format, should present the forecast budget for the programme and the
evaluation of needs for associative funds for the period considered by the programme review. Several
scenarios (high, low and average hypotheses) can be presented.
8)
-
Communication component
Internal communication
Professional communication / knowledge management
External Communication
9) Human Resources component
Draw up a target organisation chart (at the end of the reference period), detailing for each position
whether or not it is or will be occupied by a national staff member or an expatriate staff member4 and if
possible the identified person. It is then possible to compare this target organisation chart to the current
one and to see what skills (technical, managerial, strategic etc.) are currently totally or partially missing.
The programme will also detail its strategy in terms of staff development and the means required for this
exercise in the long-term.
 Conclusion
The conclusion may evoke the programme’s contribution to the HI movement in general.
It may also deal with the planned mechanisms for the steering of the implementation of this pluri-annual
strategy apart from its yearly inclusion in the PSE
4 The review defines a pluri-annual Human Resources strategy which establishes the balance to be struck in terms of
profiles (and therefore status) for the team. Within the framework of this pluri-annual HR strategy, the question of
budgeting for positions to be filled, linked to the status chosen during the project design phase and then annual
programming, is a programme responsiblity (FPD, DO).
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 24
Table N°1 (Example)
TOTAL NUMBER OF
PEOPLE
PROGRAMME TOTAL
MANAGEMENT
ADMINISTRATION
LOGISTICS
HOUSEHOLD AND
GARDENING STAFF
PROJECT 1
ETC.
NUMBER OF
EXPATRIATES
NUMBER OF
NATIONAL STAFF
OTHERS (GIVE
DETAIL)
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 25
Table N° 2
SITUATION UPDATE
FINANCIAL RESOURCES
Budget for refererence year (year in progress, or
Budget changes and financial cover for the programme
Association
sponsorship funds
Institutional cover
1
0,9
0,8
0,7
0,6
0,5
0,4
0,3
0,2
0,1
0
En K€
Other association
funds
En K€
Other association
funds allocated
forecast for the following year if available)
n-3
Budget in total costs
Institutional cover
Rate of institutional cover
Association sponsorship funds
Other association funds allocated
Other association funds
n-2
Compared to reference year (n)
1
0,9
0,8
0,7
0,6
0,5
0,4
0,3
0,2
0,1
0
n-1
Remaining to
be covered
Institutional
cover
n statut 1
n-3
n-2
n-1
n status 1
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
n status 3
0 Remaining to be covered
0
0
0
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 26
Table N° 3 (Example)
General HI mandate in
country
Description of project /
domain
Description of Section
National operational
partners
Target public
Location
Funding bodies under
consideration and
likelihood of obtaining
funding
DOMAIN / PROJECT 1:….
Objective: …
DOMAIN / PROJECT 2:….
Objective: …
DOMAIN / PROJECT 3:….
Objective: …
…
…
…
Section 1.1.
Objective: …
Section 1.2.
Objective: …
Section 1.3.
Objective: …
Section 2.1.
Objective: …
Section 2.2.
Objective: …
Section 2.3.
Objective: …
Section 3.1.
Objective: …
Section 3.2.
Objective: …
Section 3.3.
Objective: …
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 27
Table N° 4 (Example)
PERSPECTIVES
FINANCIAL RESOURCES
PROGRAMME, DOMAIN OR
ESTIMATE OF BUDGET
PROJECT
EVOLUTION5
INSTITUTIONAL FUNDING PROSPECTS6
UNKNOWN FACTORS OR RISKSTO BE
CONSIDERED7
ALTERNATIVE SCENARIOS
Programme
Domain or Project 1:
For project: duration, rate of
progress:
Project 2:
For project, duration, rate of
progress…
etc.
At programme level, then for each project : estimate in figures for year 1, and main trends (,  or ) for following years (with main explanations of variation).
Funding bodies already committed, funding bodies considered and other possibilities (with estimated degree of cover)
7 Identify main areas of risk, overspending or under funding related to project (or section) implementation, and its various components
5
6
HANDICAP INTERNATIONAL - Guide for drawing up the pluri-annual strategy for a programme - Page 28