Program Shift in CARE Peru: why, how, and implications for CARE UK November, 2009

1. Program Shift in CARE Peru: why, how, and implications for CARE UK November, 2009

2. One key idea • How we have developed programs • Lessons • Implications for CARE UK

3. I. Key to the Program Shift… A project is a MEANS to BIGGER IMPACT, NOT an END in itself

4. Take a pearl…FEMME Met need for emergency obstetric care (use of EmOC services), 2000-2005 Obstetric case fatality rate (quality of EmOC services), 2000-2005

5. But reached only 2% of women of reproductive age in PeruSo need a new role to leverage greater impact

6. Means, not End… …means that at end of project, build on it… • Generate evidence of impact • Instrumentalization and costing • Advocacy and coalition building • Convert into public investment projects, with budget • Technical assistance • Visibility (national and international) • Replication • Complementary & additional components ..through… • Retaining key staff • Flexible funding • Resource mobilisation for new projects

7. II. How we have done it 8 steps: • Underlying causes of poverty • Priority impact population • Determine organizing logic (sector, geographic, UCP or impact population) • Theory of change and hypotheses • Strategy • M&E system • Annual operating plans • Accountability and learning

8. Based on 3 strategic roles • Generation, validation and dissemination of new models and strategies • Support Government and others to adapt, replicate and scale up evidence based strategies • Advocacy for public policy change or implementation

9. 1. Underlying Causes of Poverty

10. Five underlying causes of poverty in Peru High levels of discrimination, by gender, race and social class Inadequate or poorly implemented public policy Weak exercise of citizenship Exclusionary and unsustainable development model Lack of a shared national vision for development and poverty reduction

11. UCPs and Unifying Framework

12. 2. Priority impact population

13. 1. A clearly defined goal for impact on the lives of a specific group, realized at broad scale The program must define what “broad scale” means, but, in general, we mean at least at national scale or for a whole marginalized population group. Impact should occur across three areas of unifying framework (human conditions, social position, enabling environment). Impact should be seen and evaluated over an extended period of time. Defining Characteristics of a CARE program….

14. CARE Peru considers poverty a multidimensional concept, within a human rights framework, and not just as economic poverty, and so we take a broad range of international and national commitments as a basis for setting the goals and targets to whose fulfillment our programs seek to contribute. • These goals include: • The Millennium Development Goals • The Fourth World Conference on Women (Beijing) • The Intergovernmental Panel on Climate Change • The Hyogo Framework for Action 2005-2015 • The National Agreement (“Acuerdo Nacional”) • The Multianual Macroeconomic Framework (MMM) • The Multianual Social Framework (MSM) • The National Plan for Equality of Opportunities between Men and Women • The Multisectoral Strategic Plan in response to Tuberculosis, and the Multisectoral Strategic Plan 2007-2011 for the Prevention and Control of Sexually Transmitted Diseases and HIV/AIDS • The National Plan for Disaster Prevention and Response • The UN Declaration on the Rights of Indigenous Peoples • Paris Declaration on Aid Effectiveness

15. Criteria for defining priority impact group, within framework of anti discrimination, rights and equity...Which sector of the population is furthest from seeing its rights fulfilled in the impact area relevant for each program? Population group (rural, urban, indigenous) Geographical location (Coast, Highlands, Jungle, or departments) Sex (men, women) Economic groups (extreme poor, poor, non poor) Age (children, women of reproductive age, older people) Occupational groups (mining communities, workers in agro-exporting) Most vulnerable groups (MSM, SW, Trans, prison population)

16. Poverty in Peru is concentrated in Rural Highlands (Sierra Rural), and the Amazonian Indigenous population (“Nativo”)

18. CARE PERU PROGRAM PARTICIPANTS Program Impact Goals The international and national goals and targets to which the program contributes, in the framework of the MDGs, international Conventions, and national strategies or frameworks (such as the Multianual Macroeconomic Framework or the Multianual Social Framework) International and National Goals & Targets MDGs, MMM/MSM, National Strategies Priority Impact Group The population group in whose lives CARE Peru's programs seek to generate significant and sustainable impacts, in terms of poverty and social injustice, at broad scale Direct Impact Subgroup The subset of the priority impact group with whom we work directly in our projects Secondary Objective Group The group with whom we work as a means to generate the impact in the priority impact group. Although we may generate positive impacts in the lives of this group, this is a means rather than an end in itself Stakeholder Group Key actors who facilitate our interventions and advocacy , and who can affect (positively or negatively) or be affected by the program, but are not our impact group Population with whom a project will work directly to generate positive impacts – including the direct impact subgroup and members of the secondary target group National Poverty Line National Extreme Poverty Line

19. SUSTAINABLE ECONOMIC DEVELOPMENT PROGRAM PARTICIPANTS Program Impact Goals MDG1: 50% reduction in poverty and extreme poverty, reduction in poverty gap, and increase in share of national income of poorest 20%. MMM: poverty from 48.7% to 30%, and rural poverty from 70.9% to 45% (2006-2011). MSM: Improve income distribution to halve the gap between the richest 20% and the poorest 50%. MDG1: Reduce Poverty and Extreme Poverty Rural poverty, gap between richest 10% and poorest 50% Priority Impact Group Women and men below or near the poverty and extreme poverty lines, in the Andean Highlands and Amazonian Indigenous Communities Direct Impact Subgroup Poor women and men with whom we work directly in our projects, in Ancash, Ayacucho, Cajamarca, Huancavelica & Puno Secondary ObjectiveGroup Non-poor entrepreneurial small farmers in the communities where we work, for whom our projects generate positive impacts as a means (force of example, leaders of change, etc.) to generate impacts for the priority impact groups Stakeholder Group Key actors that facilitate our interventions and advocacy work: Local government, Ministry of Agriculture, research bodies, private sector, technical assistance providers, NGOs, etc. Population with whom a specific project works directly: for example, Alli Allpa in Ancash – includes those below the poverty line (88%) as well as non-poor (12%) National Poverty Line National Extreme Poverty Line

21. 3. Determine organizing logic

22. How to organize and focus programs

23. 4. Theory of Change

24. Underlying Causes of Poverty for CARE Peru 1. High levels of discrimination, by gender, race and social class 2. Inadequate or poorly implemented public policy 3. Weak exercise of citizenship 4. Exclusionary and unsustainable development model 5. Lack of a shared national vision for development and poverty reduction 3rd step 1st step Identify desired impact and change 2nd step Building the Theory of Change Identifying contributory factors 4th step What does Government, private sector, civil society etc. need to do to achieve the desired change? Identify the core problem What will be CARE´s strategies to contribute most significantly to these actors achieving the desired change? Based on what hypotheses have we chosen these rather than other strategies? 5th step

25. 5. Program strategy document

26. Time involved: depends on agenda of team and coordinator Overview of process for developing program strategy document, with team and key partners • 2. Workshop(s) with program team for joint analysis and definition of key parts of the strategy: • Presentation of characteristics of programs, logic of program shift (reflections and challenges) • Presentation of problem and challenges • Definition of priority impact population for the program • SWOT analysis • Adjustment and definition of draft Theory of Change: identification of core problem, contributory factors (related to underlying causes of poverty), desired change, actors responsible for change, role of CARE and identification of strategic objectives for the program strategy • Review of institutional experience and lessons learned • Definition of strategy management: mapping of partners and allies, resource mobilization strategy, articulation with other strategies, talent management and capacity building requirements, monitoring, evaluation and learning • 1. Initial preparation of inputs for workshop with Program Coordinator: • Review of context, problem analysis and gaps (figures, data), • Workshop with experts and partners to define problem, key advances already achieved, and recommendations to CARE • Develop draft Theory of Change • Suggest indicators (from national targets, MDGs and others) • 3. Meetings with core team and program coordinator: • Adjust inputs for each element • Structure strategy document following outline format • Map and select key indicators (impact, public policy, program strategy) • Write draft document 4. Share draft strategy document with program team for feedback and revision • 2. Taller(es) con el equipo programático para análisis conjunto y definición de productos de la estrategia: • Presentación de la lógica de programas y el transito de proyectos a programas (reflexiones y retos) • Presentación de problemática y brechas, Definición de población de impacto prioritario • Construcción del FODA, • Ajuste y definición de teoría de cambio: identificación del problema central, factores contribuyentes (según causas subyacentes de la pobreza), cambio deseado, actores responsable del cambio, rol de CARE e identificación de objetivos estratégicos para la estrategia programatica • Reconstrucción de experiencia institucional y lecciones aprendidas • Definición de la gestión de la estrategia: mapeo de socios y aliados, movilización de recursos, gestión de talentos y fortalecimiento de capacidades, monitoreo, evaluacion y aprendizaje 5. Present program strategy to Program Coordination Team for feedback 6. Incorporate feedback and finalize strategy document

27. 6. Monitoring and evaluation

28. Design and build monitoring and evaluation strategy • Education Program: • Impact on access to and quality of education • Impact on public policy • Determine Indicators for: • Impact for the (priority) population • Impacts on public policy • Strategic objectives in program • Strategy management • Process (Program Principles, etc.) • With review of key hypotheses for selection of program strategies

29. Indicators of 6 Program Strategies • Indicators of Strategy Management

30. Process: incorporation of PPs in proposals

31. Annual aggregation of quantitativeproject effects and results

32. Qualitative impact measurement

33. Most significant change on UCPs

34. 7. Annual operating plans

35. Develop Annual Operating Plan for program strategy: priority activities, alignment of ongoing projects, timeframe, resources, who responsible (at national and departmental/local levels)

36. 8. Accountability and learning

37. Accountability and learning Define process and system for Accountability: identify processes for accountability to stakeholders (in projects, offices, program overall, as part of institutional system) • Six-monthly and/or annual review of AOP by team to identify advances and gaps. Annual review of context, and hypotheses. Updating opportunities, threats and review of program strategies and theory of change.

38. Where are we? • 10 programs developed or in process • Climate change • Sustainable economic development • Nutrition • Education • Emergencies, reconstruction and disaster risk reduction • Integrated Water Resource Management • Governance and Extractive Industries • Gender equity • Health (maternal and child) • HIV & TB • 73 projects between 2007 & 2008 • Spending: US $ 46.6m

40. INNOVATION National impact (MDGs & national goals) Program Coordination Team • Peru • LAC • Signature Program • Peru • LAC • Peru • LAC - Peru - LAC -Signature Program • Peru Governance Emergencies Ec. Dev Health IWRM Education • MDG12 & National Agreement • Surveillance • Transparency • Decentral-ization • MDG 4 & 5 & MMM • Maternal mortality • Newborn mortaliity • Rural Highlands & Jungle • CARE Humanitarian Mandate • SPHERE • Accountability • MDG2 & MMM • Chronic malnutrition • Rural Highlands • MDG 7 • & MMM • Access to water • Sanitation • Rural highlands • MDG 3 & MMM • Quality and equity in education • Rural highlands • MDG 6 • & National Strategy • HIV/AIDS • TB • MDG1 & MMM • Poverty • Inequality • Rural Highlands • MDG6 • Climate Change • Adaptation • Equity • Rural Highlands & Jungle • 3 Program Strategies: • Generation, validation and dissemination of new models and strategies • Support Government and others to adapt, replicate and scale up evidence based strategies • Advocacy for public policy change or implementation Cross-cutting approaches: RBA & CI Program Principles (Accountability, Advocacy, Gender Equity, Governance, Inclusion, Interculturality) 5 Underlying Causes of Poverty: High levels of discrimination, by gender, race and social class Inadequate or poorly implemented public policy Weak exercise of citizenship Exclusionary and unsustainable development model Lack of a shared national vision for development and poverty reduction * Economic model * Extractive industries * Disaster risk reduction *IWRM Gender Equity

42. III. Lessons • Time and accompaniment - to help internalize logic, promote reflection, facilitate dialogue and generate results • Learning styles vary – so varied processes and timeframes and advances – enable this, rather than box into one approach • Process needs time to develop • Process more important than final outcome – though key to end up with that (document)! • Difficult to expect someone with full-time project agenda to have the time to lead on the development and implementation of a new program agenda • Different teams/spaces for analysis and reflection – sectoral, RBA, gender, accountability, expanded SMT, Program Coordination Team, Project cycle course, etc.)

43. Flexible resources are critical (unrestricted, program investments, CARE UK PPA, studies, knowledge sharing funds) • Key role of individuals – in teams and to facilitate • Talent management (HR support) • RMU support and leadership • Build on pearls (CARE´s/partners´) • Alliance building/strengthening niche • Flexible funding – scale of EDYFICAR resources for CARE Peru allows 10 programs

44. Very proactive resource mobilization is key… and not just for big projects

45. IV. Implications for CARE UK • Flexible funding key • Beware SPC gaps • Fund key initiatives in programs • Get PPA4 • Advocacy in North • Engagement in program development and implementation process (governance, EEII, gender?) • See the forest, not just your trees

46. Engage beyond your projects, and… see these as means, not ends Donor Partner Distant Engaged $ drain $ contributor Bureaucratic Agile Secretive Transparent

47. CARE Perú Av. Gral. Santa Cruz 659 Lima 11 - Perú Central: (511) 4171100 Fax: (511) 4330492 jgoulden@care.org.pe www.care.org.pe