1. Achieving Lasting Impacts Understanding the shift to more programmatic approaches in CARE

2. Presentation Plan External Trends and Challenges Meeting These Challenges and opportunities Changes Program Definitions and Characteristics Internal Organizational Changes Organizational Performance Measurement Learning Structures

3. 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

4. CI’s Response: 5 Strategic Directions  Emergency Response  Global Advocacy  Organizational Evolution  Information and Knowledge Management  Building Shared Expertise

5. CARE USA’s Response CARE helps communities achieve long-term reductions in poverty by… Developing human capacity & providing economic opportunity And addressing social injustice & inequity With a focus on marginalized women & girls Demonstrating a long-term commitment to the community Addressing all three components of the Unifying Framework Leveraging our areas of expertise, informed by our deep understanding of community needs Measuring impact and advocating for policy change Addressing basic human conditions through sectoral interventions Addressing power imbalances resulting from Poor governance Gender inequities Discrimination Social and economic exclusion Understanding that women and girls are the most vulnerable, with the strongest impact on whole communities’ well- being Acknowledging that working with men and boys will be crucial to our ongoing work = xx

6. 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

7. 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

8. Defining a Programmatic Approach

9. 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.

10. 8 Characteristics 1.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.

11. 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

12. 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

13. 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

14. CARE International in a programmatic world  Non-lead members continue as before: oadd value to project-based donor modalities oEngage deeply in CO and regional strategy processes  International policy advocacy aims

15. 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

16. 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

17. 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

18. 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

19. 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.

20. 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. Advocacy 8. # 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.

21. Program Support Indicators Program Process 1. # 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 mobilization and finance 2. % of required program budget mobilized for the next two years Human resources 3. % staff retained across funding gaps between program initiatives Managing the Basics Beyond the Basics

22. 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

23. 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

24. What is a Satellite?  Learning relationship with learning labs  Supported by global resources  Engaged in programmatic shift  Feed back improvements  Knowledge transfer monitored

25. 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