NZAID Tools Strategic Management 

Developing a Programme Strategy

Annex 1: Content of a Programme Strategy Document

A Programme Strategy Report and supporting documentation should include, but not be confined, to the following components:

SECTION 1 (Note this would be printed as a stand-alone document)

  • 1.0 The Strategy (For country programmes this section is agreed with the partner government).
    Executive Summary (3-4 pages maximum)
    • summary of context
    • rationale for the programme
    • programme aim
    • priority areas
    • synopsis of the main objectives
      Strategic Plan
    • context
    • programme aim
    • objectives – the Challenge/the NZAID response
    • intended results/outcomes
    • focal areas for cooperation/priority areas [note: fewer, deeper, longer]
    • links and alignment with partners policies and plans
    • links and alignment where appropriate with higher level NZAID strategies (5-Year Strategy, Multilateral Engagement Strategy, Asia Strategy, Pacific Strategy, Education Strategy)
    • description of connections between NZAID bilateral, regional, civil society and multilateral initiatives
    • description of connections/coherence with other NZ agencies work with partners
    • process for taking new initiatives forward/implementing the programme/likely modalities/aid effectiveness (including harmonisation issues)
    • process for measuring, monitoring, review and evaluation
    • [note: above should be linked to the partner government’s aims/priorities/objectives/outcomes/performance indicators ]
    • possible budget scenarios.
    • exit process

SECTION 2

  • 2.0 Background
    • background
    • methodology
  • 2.1 The development context and challenge
    • Country/sectoral or thematic context including political, governance, economic overview, productive sectors and social and human development issues.
    • Analysis of poverty (including the MDGs), vulnerability, environment, gender, conflict, human rights, and HIV-AIDS issues as relevant (based on existing analytical work – supporting material may be added in appendices).
    • Existing policies plans and strategies of partner government or in relevant sector. Assess credibility of national plan(s) including its relevance, poverty focus, consideration of cross-cutting issues, realism, links to budget and level of civil society ownership and cross-government ownership.
    • Identify and discuss other relevant donor activities and describe donor coordination/ harmonisation mechanisms. Describe partner government and donor progress with implementing aid effectiveness principles.
  • 2.2 Rationale
    • Gap analysis between opportunities and donor support, including match between NZAID and partners policies, strategies and priorities.
    • New Zealand’s existing relationships, comparative advantages and policy match.
    • Describe any aid effectiveness principles agreed with partner and how the strategy will enact these.
    • Describe the case/rationale for the new proposed strategy. (Interpret the development challenge and context in terms of what if means for the NZAID programme. A clear rationale is established between the evidence and the proposed strategic plan. This includes alignment with partner’s policies and plans and harmonisation with other donors’ activities).
    • Refer to any review of effectiveness or focus of current strategy.

SECTION 3

  • 3.0 Appendices as relevant
    These might include:
    • Terms of Reference
    • Matrix of donor support
    • The issues paper produced during the strategy development process.