1. The shift to programs in the LAC region

2. What is 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.

3. Eight characteristics of a program 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 allies to contribute significantly to the transformation articulated in the theory of change.

4. 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. Eight characteristics of a program

5. LAC Theory of Change is guiding the shift to programs

6. Strategic roles for addressing UCPs Addressing the underlying causes of poverty How we work (how we carry out the roles): Living up to our values Characteristics of our work Goal : Impacting Poverty Theory of Change for CARE LAC The CARE we want to be (a CARE that can play strategic roles) Internal obstacles for playing strategic roles and being the CARE we want to be CARE’s Vision

7. Strategic roles for addressing UCPs Addressing the underlying causes of poverty (in three outcome areas) Theory of Change for CARE The CARE we want to be (a CARE that can play strategic roles) Goal for CARE LAC: By 2015, to have demonstrated significant impact on poverty and social injustice (in the light of the Millennium declaration and MDGs), in particular on women and girls, in Latin America and the Caribbean. CARE’s Vision

8. Strategic roles for addressing UCPs Goal for CARE: Impacting Poverty Theory of Change for CARE The CARE we want to be (a CARE that can play strategic roles) CARE’s Vision Underlying causes of poverty: Discrimination (social position) Poor/poor implementation of public policies (enabling environment) Economic model that excludes and not sustainable (enabling environment) Dependency on foreign financial and economic interests (enabling environment) Poor participation of citizens in decision making processes; apathy of many sectors of the population (social position) A private sector that does not take responsibility and that is not controlled (enabling environment)

9. Addressing the underlying causes of poverty (in three outcome areas) Goal for CARE: Impacting Poverty Theory of Change for CARE The CARE we want to be (a CARE that can play strategic roles) CARE’s Vision Strategic Roles Track 1  Work with communities, civil society, governments and the private sector to generate evidence of successful strategies that impact on UCPs.  Advocate for change and/or application of policies at the local, national (including and the North) and international levels based on the evidence of CARE and its partners.  Enable successful strategies to be taken to scale, particularly (but not exclusively) by others. Track 2  Work in solidarity with social movements to support their own efforts to address the prioritized UCPs. Track 3  Influence the attitudes concerning poverty and social injustice of the most privileged segments of the population in the North and South.

10. Strategic roles for addressing Addressing the underlying causes of poverty (in three outcome areas) Goal for CARE: Impacting Poverty Theory of Change for CARE CARE’s Vision The CARE we want to be A CARE that understands more deeply the context in which it works. A CARE that defines its relevance in that context through dialogue with others (and intra-organizational dialogue). A CARE that learns and works intensively with others. A CARE that has a clear identity, a CARE which deliberately positions itself within civil society. A CARE that puts dignity at the center of its work. A CARE that explicitly addresses discrimination and public policy, as well as other underlying causes of poverty.

11. Strategic roles for addressing Addressing the underlying causes of poverty (in three outcome areas) Goal for CARE: Impacting Poverty Theory of Change for CARE The CARE we want to be (a CARE that can play strategic roles) CARE’s Vision How we carry out the roles Living up to our values  Programming principles  Gender equity  Making value-based decisions  Include real dialogue in all of our programs (dialogue, understanding and inclusion of points of view of women, indigenous groups, Afro-descendants, young people, social class, etc.). Characteristics of our work  Ongoing analysis of underlying causes of poverty and the changes that need to occur in order to address these.  Long-term commitment to specific movements and populations.  Learning and reflective practice  Programs (instead of isolated projects)  Rigorous measurement of outputs and impact for quality programming

12. Strategic roles for addressing Addressing the underlying causes of poverty (in three outcome areas) Goal for CARE: Impacting Poverty Theory of Change for CARE The CARE we want to be (a CARE that can play strategic roles) CARE’s Vision Obstacles  We don’t learn enough from others’ experiences and ideas (and many times not from our own experience).  Attitudes toward innovation: we don’t take risks, we fear making mistakes.  We invest an enormous amount of time and effort on the management of operations; our structures are slow and costly.  We lack competencies for roles that require promoting dialogue, as well as for other strategic roles.  A large part of our funding depends on a few, powerful donors.  Our institutional policies are rigid; they don’t allow us freedom to work in and address national contexts (be more relevant for the contexts in which we work).  We don’t make some key and important decisions for defining clear objectives and strategic roles for CARE in the region. A great deal remains at the discussion level.