The Governance Programming Framework in Context Governance Programming Framework – GPF Synthesis Workshop Michael Drinkwater April 2011

A Short History of Program Quality in CARE LRSP: Introduction of HLS and Partnership Focus. LRSPs introduced. New project design cycle and program manual. PSMI developed LRSP: Introduction of RBAs 2003: RBA Characteristics become CI Program Principles : Unifying Framework developed 2005: Women ’ s Empowerment SII begun 2007: Program Approach incorporated in new CARE USA SP. Already demonstrated in LAC April 2008: Istanbul conference launches learning lab and satellites strategy May 2008: Program definition and characteristics adopted by CI Program Working Group and approved CI Executive Committee Jan : GPF developed and reviewed

How does Governance fit in? Significance of RBA shift in early 2000s – CARE moving towards facilitatory rather than service delivery role Governance Working Group o ‘Towards an Understanding of Governance’ (Jan 2004) Governance in Cities Workshop, Lusaka, March 2004 o ‘Moving into Reality: Building a culture of engagement to support the emergence of negotiated development’ One of four core underlying causes in the Unifying Framework (2004) Regions Work ( ): o Research on neo-patrimonialism in West Africa  Governance Theme Team in SWARMU ( ) o East Africa Discrimination, Inequality and Governance (DIG) Regional Strategy o LACRMU review of experience

Towards an Understanding of Governance

Towards an Understanding of Governance A Definition of Good Governance For CARE, good governance is the effective, participatory, transparent and accountable management of public affairs guided by agreed upon procedures and principles to achieve the goals of poverty reduction and increasing social justice Adapted from Ford Foundation definition

Urban Governance Programming "Governance is the single most important issue for eradicating poverty". Kofi Annan, 2000 The Thesis For community driven development (CDD) to be effective, communities must have the capacity to carry out development related activities and make demands on service providers, primarily [but not solely] government authorities. Government must have the willingness and capacity to respond. Effective mechanisms to link community and government must operate in a conducive, enabling environment. In essence, there must be the ability of the community to ‘demand’ development and the government to work to ‘supply’ it. (Garrett 2003). Garrett, James. Community Empowerment and Scaling up in Urban Areas: The Evolution of PUSH / PROSPECT in Zambia. IFPRI, December, 2003.

Unifying Framework ( ) Poverty Eradication &Social Justice Slightly modified diagram developed by CARE Somalia staff 2004

Unifying Framework Outcome Areas Program Areas Underlying Causes of Poverty and Social Injustice Human Conditions (Increasing Opportunity) Social Positions (Improving Social Equity) Enabling Environment (Improving Governance) Gender Inequity Social Exclusion Unequal Rights of Access to Resources and Services Weak Governance Systems

Driving our Discourse: Strategic Impact Inquiry at CARE Goal Deepen a culture of learning and critical inquiry through: Accountability Offer stakeholders in and out of CARE evidence to assess our work Continuous Improvement Empowering Analysis Use participatory, rights- based methods that are empowering in themselves Research for organizational action. Aggressively share lessons with others ADVOCACY PROGRAM QUALITY RIGHTS BASED APPROACH

The SII on Women ’ s Empowerment: In a Nutshell What contributions are CARE programs making, if any, to the empowerment of women and the advancement of gender equity? What internal, organizational variables are associated with higher – and lower – levels of impact on women ’ s empowerment and improving gender equity? Year 1 - Launching In depth site research (5 sites); Desk analyses of evaluations, proposals, C-Pin Year 2 - Broadening In depth site research (24 sites); Desk analysis of C-pin, Promising Practices Inquiry Year 3 - Probing In-depth comparative research (6 sites) on empowerment and HIV/AIDS risk Year 4- Knowledge Sharing Summarizing, producing program guidance, publishing and promoting externally 24 countries 35 (+1000) projects +350 staff; 5 CI members

Sub-Dimensions 1. Self-image; self-esteem 2. Legal / rights awareness 3. Information / skills 4. Educational attainment 5. Employment / control of labour 6. Mobility in public space 7. Decision making and influence in household finance & child-rearing 8. Group membership / activism 9. Material assets owned 10. Body health / integrity Structural 11.Marriage/Kinship rules and roles 12.Inclusive & equitable notions of citizenship 13.Transparent info & access to services 14.Enforceability of rights, access to justice 15.Market accessibility (labour/credit/goods) 16.Political representation 17.Share of state budgets 18.Density of civil society representation Relational 19.Consciousness of self / others as interdependent 20.Negotiation / accommodation habits 21.Alliance / coalition habits 22.Pursuit / acceptance of accountability 23.New social forms Agency Relations Structure Outcome or Process? Indicators, or entry points? What/who makes change happen?

Structure Routines, conventions, relationships and taken-for- granted behavior Institutions that establish agreed-upon significations (meanings), accepted forms of domination (who has power over what or whom), and agreed criteria for legitimizing the social order Relations Connecting with other social actors, building relationships, joint efforts, coalitions, and mutual support, in order to claim and enact agency, alter structure, and so realize rights and livelihood security Agency Carrying out our own analyses, making our own decisions, and taking our own actions. Empowerment involves poor women becoming the agents of their own development 23 Sub- Dimensions Women’s Empowerment Framework

Defining Women’s Empowerment We understand empowerment as the sum total of changes needed for a woman to realize her full human rights – the interplay of changes in: her own aspirations and capabilities (agency) the environment that surrounds and conditions her choices (structure) the power relations through which she must negotiate her path (relations) 23 Important Dimensions of Change

Initial Thinking about a Governance SII Initially it was envisaged that a series of global action research ‘SIIs’ would be conducted A Governance SII was the second envisaged, but annual funding for the SII function was cut in 2008 before this could be initiated. Since then the concept has been discussed off and on, but resources for support to governance work at the global level outside CIUK has decreased CIUK’s governance team is now the sole source of global support for this thematic area that is crucial to every program in CARE

Governance Context: Foreground And Background Governance Process Different Polities agree on different standards, norms, balances and outcomes of “ good governance ”. “ good governance ” is normative: it is democracy. But there are many ways of being democratic. In any polity, the definition and normative measures of these are subject to constant change and revision. That these are a constantly moving target must be made central to the SII Governance Responsibilities -Inclusion -Equality of Opportunity -Right to Independent Identity (Autonomy) -Socio-economic progress -Inter-generational equity DESIRED STATE Persistence, strengthening,, improvement of the polity Stewardship of public resources: Cultural, Economic, Natural, Human Minimum Basic Service Availability and Equitable Access Security/Safety Agreement on the rules of the governance game: markets, judiciary, contestation, representation, role of state Voice and Influence of the Governed but particularly the marginal Contestation And Debate Accounta- bility Formal Governance Systems, Processes, Procedures Informal Governance Norms: Power, Identity, Privilege Conceptualizing Governance: What Are Its Ends, How Does CARE Help?