1. Evolution de CARE Mali vers l’approche programmatique
Réunion Régionale
Abidjan Mars 2009
Uwe Korus
Directeur des Programmes

2. Steps taken
Strategic Plan with one common ToC and Strategies of Change to be used and tested by all future programs
4 strategic programs identified of which 2 fully designed
Program and Program Support Structure aligned with 4 strategic programs and related costs budgeted for
Partnership vision developed with 8 key national NGO partners
Strategic partnerships established with 2 national level advocacy networks (FGM and aid efficiency)
Selection started of key competencies for program based talent review
Learning lab process started with development of regional learning agenda
Fundraising directed towards 4 strategic programs

3. Level of effort and « costs » required
SP process costly and time consuming due to high participation of CARE and partner staff ($35k, 35% of staff plus 8 key partners for about 1 week / 2 months over 14 months)
Summultaneous project design with external support necessary to ensure funds pipeline
Realignment and restructuring led to high staff turn over and thus high recruitment costs (hiring, capacity building of new staff)
New funding not fully covering strategic SPC costs (CD, ACD, Fin and Admin Managers)
Loss of visibility at community level

4. BENEFITS
Strong buy-in for the SP from both staff and strategic NGO partners
New funding and funding opportunities from non traditional donors
Easier go / no go decision making
Higher efficiency in proposal development
Higher sense of responsibility by teams for program success and synergy
More focused management capacity building for key staff and strategic partners
Behavioral and procedural barriers between program and program support are coming down

5. Challenges and Opportunities
Limited staff capacity to deepen the analysis of UCP and change strategies in order to refine and test Theories of Change
Specific definition of impact groups for the 4 strategic programs (most vulnerable and marginalized?) for strategic impact measurement
Cost of ensuring systematic impact measurement and accountability with program participants
SPC / shared costs: gap between need – budget – PAR
Complexity of funds management
Management and decision making structure more narrow
Cross program M&E and learning and documenting
New partnerships with NGOs, donors and other development actors beyond project and country level.

6. Program Map CARE Mali POUVOIR ECONOMIQUE SSB
Pouvoir Economique et Civique des Filles
Programme Pouvoir des femmes et des filles
Programme Santé communautaire et gouvernance
Projet Pilote Nutrition
RESISTENCE
Aux CRISES
SECURITE
ALIMENTAIRE
Programme Adaptation aux Changements Climatiques