Achieving Lasting ImpactsUnderstanding the shift to more programmatic approaches in CARE

Presentation Plan

• External Trends and Challenges• Meeting These Challenges and opportunities• Changes• Program Definitions and Characteristics• Internal Organizational Changes• Organizational Performance Measurement • Learning Structures

External Challenges & Opportunities

Underlying causes of poverty Project do not address poverty New development approaches pull in

two directions Northern policies Critique of International NGOs Importance of impact assessment

CI’s Response: 5 Strategic Directions

Emergency Response Global Advocacy Organizational Evolution Information and Knowledge

Management Building Shared Expertise

CARE USA’s Response

CARE helpscommunitiesachievelong-termreductionsin povertyby…

Developinghumancapacity &providingeconomicopportunity

Andaddressingsocialinjustice& inequity

With a focus on marginalizedwomen & girls

Demonstrating a long-termcommitment to the community Addressing all threecomponents of the Unifying Framework

Leveraging our areas of expertise, informed by ourdeep understanding of community needs

Measuring impact and advocating for policy change

Addressing basichuman conditionsthrough sectoralinterventions

Addressing powerimbalances resultingfrom• Poor governance• Gender inequities• Discrimination• Social and economic

exclusion

Understanding that women and girls are the most vulnerable, with the strongestimpact on wholecommunities’ well-being

Acknowledging that working with men and boys will becrucial to our ongoing work

= x x

Changes

CI vision, mission, values CI program principles RBA and UCP Unifying framework Commitment to women and

girls Humanitarian + development Multi-sectoral identity Local identity and relevance Stewardship of resources

SAME DIFFERENT

Global identity and brand Advocacy function at all levels National-level impacts Strategic partnerships New practices and knowledge Impacts not just

outputs/outcomes Reward program quality and

impact

FY09 Deliverables

Defining a Program Approach

•21 Programs Designed and under way in 10 Learning Laboratories

•Program analysis and design competencies developed in additional 10 COs (satellites)

•300 staff with adequate reflective practice competencies

•Standard program quality and impact indicators tested and finalized for use in all

COs•Accountability and compliance mechanisms

established

Defining a Program Approach

Defining aProgrammatic

Approach

Definition of a Program

A program is a coherent set of initiatives by CARE and our allies that involves a long term commitment to specific marginalized and vulnerable groups to achieve lasting impact at broad scale on underlying causes of poverty and social injustice. This goes beyond the scope of projects to achieve positive changes in human conditions, in social positions and in the enabling environment.

8 Characteristics1.A clearly defined goal for impact on the lives of a specific group, realized at broad scale.2.A thorough analysis of underlying causes of poverty, gender inequality, and social injustice at multiple levels with multiple stakeholders. 3.An explicit theory of change that is rigorously tested and adapted to reflect ongoing learning.4.A coherent set of initiatives that enable CARE and our partners to contribute significantly to the transformation articulated in the theory of change.5.Ability to promote organizational and social learning, to generate knowledge and evidence of impact.6.Contribution to broad movements for social change through our work with and strengthening of partners, networks and alliances. 7.A strategy to leverage and influence the use and allocation of financial and other resources within society for maximizing change at a broader scale. 8.Accountability systems to internal and external stakeholders that are transparent.

COs in a programmatic world

Consists of 3-5 programs Long-term measurement systems and learning processes Common quality/impact indicators CO-level quality assurance system, impact assessment

and reporting Define and brand CARE locally; allow us to make

better use of existing project modalities

Regions in a Programmatic World

Focus on COs’ programs (as opposed to projects)

Focus on accountability for quality/ impact Regional programs Regional learning and knowledge sharing

Signature Programs

Both CARE Aus and CUSA Need to meet all eight characteristics In CO may contribute to a locally-

defined program or be a long-term program itself

CARE International in a programmatic world

Non-lead members continue as before:o add value to project-based donor

modalitieso Engage deeply in CO and regional

strategy processes International policy advocacy aims

Marketing and Communication

Communicating impacts to our stakeholders: will differentiate CARE from peers

Helping with internal communication and messaging: plain and simple language use; assisting with internal communications strategy

Internal Organizational Changes

Financial

Increase UNR/Flexible funds to COs Align financial management policies Linking COs and new donors

Human Resources

Clearer accountabilities Better talent retention

Internal Organizational Changes

Knowledge Sharing and Learning

Stronger incentives Global reporting on common indicators + reflective practice More focused (clearer goals for) global learning and knowledge sharing system

Communications and Marketing

Differentiates CARE Understand Impacts on underlying causes

and Simple impact story Consistent internal messaging

Organizational Performance Measurement

1. UBORA: A global performance measurement system that:

• connects program and program support• uses common indicators • reflective practice competencies• performance story at multiple levels

2. Program Support “Basic” indicators - all COs, immediate

3. Program Support “Plus” indicators - Learning Labs in FY ’09

4. Program quality/impact indicators – Learning Labs

Program Quality Indicators

Promote Empowerment

1. # and % of program initiatives* that have deliberate strategies to shift power relations and to empower specific marginalized and excluded groups, in particular women.

Work with Partners

2. # of strategic partnerships and alliances (non-project; non-contract specific) in place.

Ensure Accountability and Promote Responsibility

3. # and % program initiatives that have a functioning system in place to be held accountable by participants and civil society.4. # and % program initiatives that have a clear approach for compelling those with responsibilities toward poor and marginalized people to fulfill their obligations.

Address Discrimination

5. # and % of program initiatives that have a deliberate strategy for opposing discrimination and promoting equity, in particular gender equity.

Program Quality Indicators

Promote Non-Violent Conflict Resolution

6. # and % of program initiatives that have a deliberate strategy* to mitigate and address potential or existing conflicts arising from shifts in power relations.

Seek Sustainable Results

7. # and % of program initiatives that have a coherent strategy* to address and measure impact on the underlying causes of poverty and social injustice.

Advocacy8. # and % of program initiatives that include a specific advocacy strategy*.

Learning and Knowledge Management

9. # and % of program initiatives that have learning objectives linked to the program’s theory of change and processes in place for pursuing their learning objectives.

Program Support Indicators

Program Process1. # and % of program initiatives that apply relevant technical and project management standards adopted by CARE 2. Level of risk versus level of preparedness (DRR Scale)

Learning and Knowledge Management

1.# and % of units that show evidence that learning is being obtained and used for organizational improvement.

Resource mobilizationand finance

2. % of required program budget mobilized for the next two years

Human resources3. % staff retained across funding gaps between program initiatives

Managing the Basics

Beyond the Basics

Learning & Knowledge Sharing Strategy

Key Actors for Moving Knowledge From Site to

Site

Key Learners and Testers of applicability of

Knowledge and Practice

Knowledge Sharing and Learning Processes

Learning Laboratories

• DRDs• Regional PQ Groups• Thematic Teams and Networks• CUSA global KL and OPM teams

Sites of Knowledge Generation

• LL Satellites• Other COs• CI members• Regions• Sectors• Partners

• Investment in staff• More strategic mix of learning/knowledge sharing • Better incentives to staff • Clearly defined learning objectives • New Tools and Technologies

Learning

Culture

What is a Learning Lab

Holistic change Investment in staff to for shift Investment in better knowledge products Learning culture of accepting mistakes Capacity to help others learn

What is a Satellite?

Learning relationship with learning labs Supported by global resources Engaged in programmatic shift Feed back improvements Knowledge transfer monitored

Since Istanbul

Launches in Ethiopia, Malawi, Laos/Vietnam Preparation for launches in Egypt, Mali, and Sri

Lanka Deepening of work in Bangladesh Final ID of most satellites Testing and finalizing of quality indicators and the

process for establishing a quality baseline Rethinking of plans based on actual budgets Production of five basic briefs on the program shift

w/ translation