CARE Bangladesh Program Review and Action Koitta, April 26-28, 2009

1. CARE Bangladesh Program Review and Action Koitta, April 26-28, 2009

2. CARE Bangladesh LRSP (2002 – 2006) • Adopted a rights based approach and a strategic direction on rights and social justice, and another on governance • Focus on poorer more marginalized populations • Greater emphasis on Social Analysis • Led to a focus on underlying causes of poverty and marginalization, and a greater understanding of formal and informal institutions and their connection to power; better understanding of elites; the politics of local governance; (un)democratic processes; local resource allocation • Focus on GED • Focus on reducing organizational culture (reducing hierarchy, GED) • Developed tools and methods for context, power and gender analysis to better understand poverty • Focus on change management and communications (ILCA)

3. What the LRSP (2002-06) meant to CARE Bangladesh “The LRSP has fundamentally shifted the way CARE Bangladesh approaches its work – from an emphasis on delivering services that address symptoms of poverty, to partnering with others to address underlying causes.” LRSP Evaluation 2002-2006

4. LRSP 2007-2011 “Exponential increase in impact in the lives of the poorest and most marginalized” Mission Amplify voices of the poor and marginalized Global experience; knowledge; purposeful relationships; influence public opinion, development practice and policy “More influential in addressing the underlying causes of poverty” “More legitimate in the eyes of local civil society”

5. LRSP 2007-2011 Strategic Directions Organizational Relevance More influential in addressing the underlying causes of poverty, more legitimate in the eyes of local civil society, more accountable to communities, & more flexible & competitive in a maturing NGO market. Economic Empowerment Improved access to dignified employment for the poorest and most marginalized, especially women; markets for their products; information & services for their economic activities; and technical support for their entrepreneurial initiatives. Learning Culture A culture that promotes learning, knowledge sharing, and excellence in programming, enabling staff and partners to understand, demonstrate, and measure impact on the underlying causes of poverty and social exclusion

6. SII Findings - 1 Significant achievements in women’s empowerment but critical gaps in achieving structural change e.g. the institution of dowry Strategic Implications Long term commitment Clearer strategies of change that link our grassroots experience to change at wider and higher levels The use of collective strength and solidarity to change structures Better understanding of risks involved Networks, alliances, collaborative action

7. SII Findings - 2 The importance of good contextual analysis e.g. understanding elite groups, their links to local politics, their possible influence on project activities Identify effective change strategies to address the underlying causes of inequity Strategic Implications CARE Bangladesh Context analysis tools accessible to other programs and used by all Long term, learning programs

8. SII Recommendations - 3 More explicit and expressed link between GED efforts within CO and in programs Encourage solidarity among frontline staff to share problems they face in the work context and seek advice from peers as well as learn more from mistakes and about good practices Strategic Implications Work much more effectively across units and teams Build a learning culture Create space for peer to peer dialogue

9. Genesis of a program approach in Bangladesh and the creation of the impact statements The Impact statements are CARE Bangladesh’s Strategic Programming Framework They represent CARE Bangladesh’s four long term programs They place people at the center around which our programs are organized CARE Bangladesh has chosen four population groups (four long term programs/ impact statements

10. Why people focused? • A scan of CARE Bangladesh documents revealed a stark lack of clarity about whose lives we wanted to impact • Our improved analysis showed the importance of understanding power dynamics, and therefore their impact on poverty, which required us to be clearer and more specific about who we wanted to reach • Our mission statement and SII experience led to greater attention to the perceptions of the poorest (amplifying the voices of the poor and most marginalized) • Reflections with field staff indicated greater comfort working with better-off people, and we wanted to change this

11. Eight Characteristics of a Program (agreed in Istanbul, 2008) • A clearly defined goal for impact on the lives of a specific group, realized at broad scale. • A thorough analysis of underlying causes of poverty, gender inequality, and social injustice at multiple levels with multiple stakeholders. • An explicit theory of change that is rigorously tested and adapted to reflect ongoing learning. • A coherent set of initiatives that enable CARE and our partners to contribute significantly to the transformation articulated in the theory of change. • Ability to promote organizational and social learning, to generate knowledge and evidence of impact. • Contribution to broad movements for social change through our work with and strengthening of partners, networks and alliances. • A strategy to leverage and influence the use and allocation of financial and other resources within society for maximizing change at a broader scale. • Accountability systems to internal and external stakeholders that are transparent.

12. CARE Bangladesh Impact Groups Most marginalized in urban areas People & comms affected by disaster & environmental change Most Marginalized Women EP people in Rural Areas

13. Women’s Impact Statement Impact Group

14. Impact, Target, Sub Groups and Stakeholders Impact Group Schools community Extremely poor people in rural areas: lowest wellbeing in political, social & economic realms Brokers (but good kings) Chambers of commerce Better off producers in value chains (but good kings) Chronically ill Women headed households Exploited/ abused Sources of finance Service Providers Prone to disaster or impact of EC Indebted or likely to lose resources Social Elites (but good kings) CBOs, VDC, GUC Other NGOs Police and other law enforcing agencies UP Officials & standing committees Training institutes CBOS Private sector (value chain infrastructure) Research Organizations Medical services (could be target) Key: Blue – (Sub) Impact groups Yellow – Stakeholders Purple – Target groups

15. DRAFT - Summary Impact Statement - Extremely Poor People in Rural Areas Framework of Analysis, Program Practice, and Learning for Impact Description of the Impact Group Extremely poor people in rural areas. This includes people whose well being in political, social and economic realms as assessed by poor rural communities, obtain the lowest ranking. Special attention will be paid to people who are trapped in a set of unequal power relations. ANALYSIS PROGRAM PRACTICE LEARNING AND IMPACT • Underlying Causes of Extreme Poverty Long Term Impact Vision Extremely poor people in rural areas, especially those people trapped in a set of unequal power relations, sustainably overcome the barriers that prevent the fulfillment of their rights (rights here are not only those that are already enshrined in the constitution and policy, but rights that may be negotiated over time). • Macro Trends and Context • Stability of government and coherence of policies; • Macroeconomic trends; • Environmental/ climate change trends • Impact of world food prices; • Social movement trends • Bangladesh dev. indicators • Consolidated voices of poor Weak and unaccountable support structures: Weak social protection and other services; civil society voice in governance systems not representing the poorest & most marginalized; patriarchal structures Breakthroughs/ Milestones These are breakthroughs/ milestones associated with the focus of the theory/ path of change (see below). These will be drafted through wider consultation within CARE B Social inequalities: Powerlessness; Exclusion and denial of rights; Abuse of rights and responsibilities by the powerful; Inequitable distribution of capital and assets; Impact Measurement The most important indicators will be listed here to track: Shifts in UCP; Fulfillment of rights; Contribution to relevant MDG & PRSP goals; Reduction in vulnerabilities; Progress against breakthroughs identified; Measurement of impact also includes assessing scale and reach and influence of CARE and partner programs Limited and fragile livelihood opportunities: From low productive capabilities; lack of policy/ inst support to build capacities of poor people; Undeveloped markets in rural areas; inequitable distribution of resources Vulnerabilities Exploitation and abuse (labor, physical-sexual, psychological etc); Illness and ill-health conditions; Prone to extreme effects of natural disasters and environmental changes; Destitution; Dowry demands Theory of Change Extremely poor people overcome the barriers that prevent fulfillment of their rights by… Active engagement of poorest in local gov. and devpt processes Better access to and use of resources & services Reduced exploitation and dependence on others + X Description/manifestation of EP Unmet basic food and health needs; Not able to enjoy equal socio and economic rights; Unable to cope with shocks; Living with a combination of livelihood stresses and therefore dependent; Lacking dignified clothing and shelter; Not able to invest in future of children; Indebtedness • Learning, Building Knowledge and Influencing • Assumptions/ risks/ hypotheses in paths of change to be tested (pg xx) • Key knowledge and learning areas - themes/ strategies/ approaches (pg xx) • Sets of questions to drive reflective practice (pg xx) • Tracking Advocacy Outcomes - policy, pub opinion, dev practice (pg xx) • Communication Plan The chronic Nature of ExtremePoverty • Current approaches and experiences that will inform program strategy • Social mobn. and empowerment (solidarity building) • Economic empowerment (Diversification of livelihood opportunities, linking to markets and skills building). • Strengthening governance structures & processes • Development of human capabilities (education) • Facilitating access to khas land, water bodies, health and appropriate financial services • Advocating for policy and institutional support in collaboration with other actors • Building on the strength & resilience of people

16. Long Term Impact Goal • Part vision, part goal • This is a 10-15 year ambition, and specifies the kind of enduring impact we would like to see being achieved in the lives of the impact population group, at broad scale • Both ambitious and realistic

17. CARE Bangladesh Long Term Impact Visions/ Goals The Most Socially, Economically, Politically Marginalized Women are empowered The Most Marginalized Groups in urban areas have secure and more viable livelihoods[1] and are increasingly treated as equal citizens by the state and society Extremely Poor People in rural areas, especially people trapped in a set of unequal power relations, sustainably overcome the barriers that prevent the fulfillment of their rights The most vulnerable people and communities prone to disasters and environmental change build resilient livelihoods

18. Theory of Change • WHY A THEORY OF CHANGE AND NOT JUST A LOGFRAME WITH IF-THEN LOGIC? • Social change is messy and complex, not linear • The sort of change we seek cannot be accomplished by us alone • We have to seize opportunities and learn what works, and what does not • Is the heart of our impact statements • Our belief about how change will occur (not what CARE will do) • A set of hypotheses and critical assumptions that make up a causal pathway of change which is the basis of the program design. • Outlines key domains of change we feel are important

19. Women’s Empowerment TOC Narrative Form The most socially economically, politically marginalized women will be empowered by women’s greater exercise of choice in decision affecting their lives at all levels and reduced violence against women and girls. This, accompanied by a strong social movement built on women’s solidarity and participation of men, will have a multiplier effect in realizing the impact vision

20. TOC: Women’s Empowerment CARE Bangladesh Impact Statement on the most Socially, Economically and Politically Marginalized Women Women will be empowered by: Strong Social movements built on women's solidarity and participation of men Exercise of greater choice in decisions affecting their lives Reduced violence against women + X

21. TOC: Women’s Empowerment • The “+” sign signifies that the two domains are not necessarily inter-dependent but mutually supportive. • The strong social movements is a multiplier on the achievements of the two domains of change. • The multiplier effect is also present in the pressure for structural change of institutions and norms • Finally, our SII research has shown us that solidarity building is crucial for women’s empowerment.

22. TOC: EP people in rural areas CARE Bangladesh Impact Statement on Extremely Poor People in Rural Areas Extremely poor people overcome the barriers that prevent fulfillment of their rights by: Better access to, and use of, resources and services Active engagement of the poorest in loval gov. & dev processes Reduced exploitation and dependence on others X +

23. Desired Long-term Goal (related to population impact group) 2 5 Stakeholders Domain of change Domain of Change Domain of Change 6 Indicators related to breakthroughs, domains, and long-term goal 4 Pathways of change Breakthrough Assumptions and Risks 7 Breakthrough 3 1 Current Situation, including underlying causes/barriers to change

24. Breakthroughs • A change that represents a leap forward or an advance on the pathway of change that is not easily reversed. • In its most important form, it is a structural or systemic change. On a smaller scale, it can be something that happens for the first time (a precedent) • A change affecting an impact group that: • is in inclusive of both: • breadth of impact – significant and expanding numbers of people in the impact group affected by the change (signifies a trend that does not stop) • depth of impact as manifest in the level of wellbeing and transformation in the lives of those affected • is reflected not only amongst people with whom we work on the ground but people outside our operational areas – exponential impact • it is only a breakthrough if you use it as one

25. Why are breakthroughs important? • They are like the crystal of the impact statement • They set our ambitions • They focus our action, “our” being not only CARE but in our interaction with others. They are the product of our ‘joined forces.’ • They establish our guideposts on both the theory of change and the timeline. • They tell us where we are and where we’re going (the compass and the watch) • Over time they help construct our identity and relevance in the country

26. Strategies and Approaches • Technical, Sectoral Strategies (economic development, maternal health, education, governance, disaster risk reduction) • Operational Strategies (scale up, partnership) • Approaches (community led, empowerment, spatial spread)

27. Impact Statement - Measurement and Learning System Some key features • Part of Ubora Country Office measurement and learning system • Measures impact on impact groups • Measure up to MDGs • Keeps track of key trends • Progress towards achieving breakthroughs • Incremental Changes • Help us test our assumptions around the theory of change • Each project will have to measure up to a core set of indicators for impact and domains of change

28. CARE Bangladesh Learning Lab Work streams for the shift to program approach.. Defining and conceptualizing impact statements Review of organizational systems and practices to enable the shift (core positions, planning processes, talent management, financial mgmt & reporting….) Developing and using impact measurement and learning systems and standards Operationalizing a program approach on the ground Resourcing strategies – transition and medium term Developing purposeful relationships Shifting our identity (internal and external) Change communication

29. Implications and Propositions - 1 • All new design decisions related to target group, geography, strategies, approaches, scale, scale up strategies will be in alignment with the impact statements • We will take specific steps to make space in people’s work days to prioritize the work to enable our shift to a program approach • We recognize that it is essential to involve colleagues in the field more in program development – we need to invest in field offices to be able to do this (implications for roles of FOMT/ ROMT) • We will make changes in our recruitment practice to make it easier to pay attention to talent management and retention of key staff

30. Implications and Propositions - 2 • We will ensure consistency in our operational strategies and approaches (partnership, community led, site selection and scaling up) • We will identify geographies to invest in and this will drive our decisions in responding to bids • All design and new program development will be backed by sound context, UCP, gender and power analysis (there has to be evidence of the use of such analysis in every project design) • We will develop such analysis in all the main regions we work in over time, and systematically update it to be able to observe trends

31. Implications and Propositions - 3 • Strategies in technical areas will be clearly articulated in terms of how they help us achieve change related to our domains of change for our four impact groups to reach the scale articulated in the impact statements, and in our selected geographies (economic development, governance, education, health and nutrition, maternal mortality) • CARE Bangladesh commits to periodically measuring impact on our population groups at a country office level, and annually reflecting the story the impact is telling us • No project will be developed in isolation

32. Implications and Propositions - 4 • The urban impact statement currently focuses on specific types of marginalization, and needs more analysis to understand the dynamics of migration in the country, and patterns of urbanization (even in relation to the other population groups) • We need to have a focal point for our urban focus • In each region we need mapping of other actors and what they are doing (regions to do this) • We need to develop criteria if we want to move beyond our agreed geography