Introduction to the Programming and Planning phase

Step 1 : Strategic and operational programming

The first level of strategic planning at the FRC is defined in the FRC’s multi-year strategy, known as Strategy 2030. This strategy is part of the IFRC’s strategic plan. Within the framework of this strategy, the CRF’s International Operations Directorate (IOD) has developed its International Strategy – Horizon 2030.

The FRC’s International Strategy – Horizon 2030 is therefore the central document of the DOI: it defines the general direction of its interventions and its priority objectives in terms of responding to the needs of vulnerable populations within its areas of expertise. The FRC’s International Strategy – Horizon 2030 is accompanied by three logical frameworks, specifying the intervention priorities selected for the three technical areas: health, DRM, NSDS and environment.

Strategic and operational programming at the country level, or “country strategy,” aims to adapt the international strategy to the country level based on identified priority needs. It seeks to provide a framework for the Delegation, covering both operational aspects (humanitarian priorities the FRC will address in the country, Delegation objectives, level of intervention (institutional, community-based), partners, location…), and organizational (capacity-building initiatives to be carried out within the Delegation’s various departments to address identified weaknesses and enable the mission to achieve its operational objectives). It involves defining the human, financial, and logistical resources required for its implementation.

Country strategies cover a one-year period. They must be updated annually by the FRC teams, led by the Head of Delegation (HoD). A participatory process must be followed to develop a strategic and operational country program. This work must be carried out jointly with the HNS and is part of the Unified Plan of the RC/RC Movement in the country of intervention. A participatory approach must be prioritized, involving the various departments of the Delegation and the FRC’s partners in the country.

The coordinated contribution of program, technical, and support teams is necessary and key to high-quality strategic and operational programming.

The operational programming builds on existing projects and the Delegation’s history in the field, and is based on the results of initial diagnosis. It takes into account the approaches, means, and resources to be mobilized to address humanitarian needs and support priorities in terms of NSDS.

Step 2 : Project design and writing 

The project planning and design stage is the second step in the programming and planning phase of the project cycle. It builds on the results of the initial diagnostic and is guided by the Delegation’s strategic and operational planning.

Project programming and design must be carried out in collaboration with the HNS and in a participatory manner with the various stakeholders, so as to make them agents of the desired change. This helps strengthen their commitment to the project and thus enhances our acceptance for greater security. The design and drafting of the project must also be carried out in a coordinated manner between the program and technical teams and the support teams, so that the resources necessary for implementation are clearly defined and aligned with the project’s objectives (HR setup, equipment, logistics, transportation, security of assets and personnel, etc.).

> The process of designing and developing a project proposal is therefore divided into 5 phases corresponding to 5 processes, starting from the identification of the project idea or donor opportunity through to the finalization of the project proposal and submission to the donor. The FRC has a comprehensive guide on the process of developing a project proposal.

The four processes for designing and developing a project proposal are detailed below, along with their toolkits :

1. Needs assemsent and Idea of project proposal 

2. Go/No-Go Procedure

3. Kick-off Meeting and Proposal Scoping Procedure 

4. Project Proposal Drafting Procedure 

5. Proposal Quality Control Procedure 

In order to align with an operational and organizational learning approach and to improve the quality of analysis and needs assessment, it is essential to draw on lessons learned from previous CRF projects addressing a similar theme, sector, or geographic area. Previous projects may have conducted evaluations that can serve as secondary data FRC sources for designing new projects.

In this case, it is important to take into account the lessons learned and recommendations to avoid past mistakes starting from the initial diagnostic phase of new projects. This approach is part of a continuous improvement process, be sure to consult:

• Operational Learnings table (required) available in the Learning and Capitalisation Kit. 

1.Needs assment and idea of project 

The initial diagnostic phase is the first step in the project cycle. Through the collection of data (both secondary and primary), it allows us to assess the needs of the affected populations in order to determine whether we can help meet those needs. The information collected will then be used to inform the strategic planning of the Delegation and the SNH and to design a high-quality project

2.GO/NOGO Process for a projet proposal 

When developing a project proposal, the first phase is to decide whether to begin drafting the proposal. At the CRF, this step is called Go/NoGo. It allows us to assess the relevance of the project (expected results, strategy, added value), its strategic alignment (with the IOD, the Delegation, the HNS, and the potential donor), and the potential risks (the Delegation’s capacity, the HNS’s capacity and willingness, the involvement of other partners, security, etc.).

3.Kick-off and scoping meeting process 

The Scoping Meeting process ensures that  everyone potentially involved in drafting the proposal has the same level of information , understands their  role , and is aware of the deadlines to be met.

The objectives of this phase are to:

• Share information about the proposal to be drafted;

• Agree on who should be involved based on the nature and complexity of the project;

• Agree on the level of involvement from headquarters based on the situation of the Delegation (and the National Society);

• Agree on deadlines for each component of the proposal.

4.Project proposal drafting process and Donors Requirements about transversal issues

The fourth phase of developing a project proposal—following the scoping meeting—the process of writing a project proposal is divided into 8 steps. Drafting a project proposal requires following a specific sequence of steps, each of which paves the way for the next. It is therefore necessary to follow these steps in the chronological order presented below. However, this process is iterative, involving back-and-forth communication among the parties involved (at the field level, at headquarters, and between the field and headquarters) to achieve a high-quality final result.

This phase makes it possible, in particular, to develop the project’s intervention logic (starting from a Theory of Change and deriving a logical framework from it), and to identify the human, material, and financial resources (procurement plan, timeline, organizational chart, and finally budget) necessary for high-quality implementation. At the CRF, the intervention logic must be part of results-oriented project management.

Program planning is then optimized using various tools such as the indicator tracking table, the MEAL plan, the Quality-MEAL action plan, and the training plan, among others. These tools help identify the links and sequences between program activities and organize the resources needed for high-quality implementation, including MEAL activities.

In order to adopt an operational and organizational learning approach and improve the quality of analysis and needs assessment, it is essential to draw on lessons learned from previous CRF projects addressing a similar theme, sector of intervention, or geographic area. Previous projects may have conducted evaluations that can serve as secondary data sources for the design of new projects.

In this case, it is important to take into account the lessons learned and recommendations to avoid past mistakes as early as the initial diagnostic phase of new projects. This approach is part of a process of continuous improvement

5.Quality control of project proposal process

When drafting a project proposal, to maximize the chances of success, proposals undergo a final quality control check (e.g., quality control form). Proposals deemed incomplete or too risky are revised or discarded. Any remaining risks or concerns are documented and addressed no later than the project launch.

This phase follows the drafting of a project proposal and allows for a comprehensive review of the proposal by all headquarters departments (operations, technical, and support) before the proposal is finalized (for outreach or submission to a funding agency).

Step 3 : Quality-MEAL Diagnosis

During Phase 2 of the project cycle, it is important to conduct a Quality-MEAL Assessment. This provides an overview of how Quality commitments and MEAL activities and processes are being addressed across the Delegation.

This MEAL assessment is part of the Delegation’s overall strategic and operational planning approach to improve the integration of MEAL into project management, thereby enhancing the quality of project implementation.

Based on this assessment, the Delegation can build on its strengths and address areas for improvement regarding the MEAL pillars and program data management. Once the assessment is complete, an action plan can be developed.