CARE Tanzania and P-Shift

Trying to make sense of Signature ProgramsProgram ThinkingStrategic Planning

Tanzania today

• 42 million people• 159 on HDI• 51 year life expectancy• 2.5% annual growth rate• GDP annual growth reported 7.9% - but . .• 80+% population dependent on agriculture• 3% farmers have access to credit• Maternal Mortality 578/100,000• Education enrolment up, quality way down

• Sports for Social Change Initiative• Advancing Pastoralist Girls Education Project

• Conservation Agriculture Project• Livelihoods, Incomes and Village Institution in Ngurus

Mountain Project• Most Vulnerable Children Project• Ongeza Akiba Program• Health Equity Project• Women and Girls Empowerment Program• Women Empowerment in Zanzibar Project• Running Dry Project• Supporting Adolescent Girls Empowerment Program• Mara River Basin Water Program• LIFT UP Initiative• Kigoma Environmental Management Project• Governance & Accountability Project• Learning and Advocacy for Education Rights Initiative

• Community Water Supply & Sanitation Project• Payment for Watershed Services Project• Uluguru Mountains Environmental Management and

conservation Project• Pastoral Basket Fund Program• Wekeza Project

• Sectors• Natural Resources and Environment• Education• Health and Social Protection• Women’s Empowerment and Micro-Finance

CARE Tanzania Projects 2008

CARE Tanzania and allies will contribute to the empowerment of the most marginalized and vulnerable rural women and girls to exercise their rights. This will enable them to achieve access to, and control over quality services and resources, leading to sustainable livelihoods

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The most marginalized and vulnerable rural women and girls have control over the basic resources they need to create and maintain sustainable livelihoods, including health, education and other productive assets and opportunities x

The most marginalized and vulnerable rural women and girls exercise their rights and participate in local and national decision-making, as active empowered citizens

Local and national governance systems take responsibility for providing quality services that meet the needs of, and are available to, the most marginalised and vulnerable women and girlsx

CARE Tanzania’s Theory of Change

CARE Tanzania’s Strategic Directions (SDs)

SD 1. Become a program driven organization: Transform CARE Tanzania to become a program driven organization in order to focus energies, knowledge, resources and capacities to have greater and more sustainable impact for the women and girls we serve

SD 2. Promote empowerment approaches: Develop, test and scale-up empowerment models and approaches based on innovative and proven practices identified through an analysis of the underlying causes of poverty, vulnerability and social injustice

SD 3. Institutionalize reflective learning and practice: Develop the capacity of staff and partners to jointly generate and analyze knowledge and enhance reflective learning and practice

SD 4. Influence national policy and systems: Work in alliances to effect changes in policy and systems and ensure their effective implementation in order to maximize the positive impact on the lives of women and girls

SD 5. Build enabling program supportive systems: Build accountable and responsive systems to leverage human, financial and material resources in order to maximize the benefits of program interventions

CARE Tanzania’s Impact Groups (IGs) and Impact Statement

IG 1. Poor and vulnerable people, especially women and girls, dependent on natural resources in areas with severe environmental restrictions.

Impact Statement: Poor and vulnerable people, particularly women & girls, dependent on natural resources in areas with severe environmental restrictions, will have built their resilience, diversified their livelihood strategies and addressed equitable access to, control over & benefit from natural resources.

IG 2. Women and adolescent girls of reproductive age in rural underserved areas.

Impact Statement: CARE will contribute to rural women and adolescent girls of reproductive age having equitable access to resources, quality services and decision making (public and private) to enable them to live healthy and secure lives.

IG 3. School aged girls in rural underserved areas.

Impact Statement: Most marginalized & vulnerable school aged girls in rural Tanzania are influencing policies and laws that ensure their rights and become active citizens who are able to take control over their resources and access quality basic services.

The most marginalized and vulnerable women and girls contribute towards creating and benefiting from sustainable management of natural environment x

IG1 IG2 IG3

MF (VSL+)

Women’s Empowerment

Governance

Policy Analysis/ Advocacy

Climate Change

Regio

ns

1

2

3

4

CARE Tz: Program ‘Rubik’ Cube

Impact measurement based on IG’s ToC Impact

measurement by region (Regional impact)

Impact measurement based on CTz’s overarching ToC (National impact)

Implications for CO structure

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Adapted from Michael Drinkwater, October 2009

IG 1 IG 2 IG 3

Program Director

Program Director

Program Director

Operation Manager

Operation Manager

Operation Manager

Project Managers

Project Managers

Project Managers

Microfinance and Women Empowerment (WAGE, Ongeza Akiba, Wekeza)

Sector Coordinator – 1

Program Coordinators -2

SAGWAGRANRM

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- Strategic planning, program development, policy engagement – 80%

- Line management/program operation oversight – 20%

- Project implementation, management, M&E, supervision of Project Managers – 80%

- Program development, policy engagement – 20%

Process

• P-Shift Workshop• LRSP process, workshop, finalization• IG strategies

– Signature program strategies support but do not drive or determine CARE Tz IG strategies

• Envisioning new structure• Responding to funding opportunities • Teamwork, meetings, teamwork, meet . . .

Examples of program integration

• SAGE: Supporting Adolescent Girls’ Empowerment– Donor interest in demonstrating synergies of 3

SPs in one location.– C/Tz created SAGE to reflect all 3 SPs in one

project.– Structurally it is currently one project sharing

space with other education and VSL projects.

Example 2: WEZESHA

• Anonymous donor interest in supporting CARE Tanzania programs.

• CARE Tz solicited ideas from senior program staff.

• Winning idea: create a new program in Kasulu to build on strong NRE and VSL work to create program addressing all three Impact Groups: WAGRA, SAG and WGDNR

Wezesha BudgetingCY 09 CY 10 CY 11 CY12 Total CY13 CY 14

CIUK 20,000 110,000 110,000 40,000 280,000

NORAD/ WAGE

140,000 250,000 250,000 250,000 890,000 250,000 ?

UNHCR/ KEMP

600,000 150,000 ? ? 750,000 ? ?

FSDT/OA 50,000 50,000 50,000 ? 150,000 ? ?

Telethone/ Norway

60,000 60,000 60,000 180,000 60,000 60,000

Unrestricted/ New donors /PAL/GPF

(8,760) (31,156) (147,577) (187,493)

Total available

810,000 620,000 470,000 350,000 1,508,195 310,000 60,000

Total required

76,079 620,876 501,156 497,577 1,695,688

Wezesha Program Structure

Operation Manager (1)

Technical Coordinator (ASRH/AE x 1)

Technical Coordinator ( ANR &CC x 1)

Gender and M&E Officer (1)

VSL Mobilizer ( 4)

Project Officer (ANR/E x 2)

Project Officer (ASRH x 1)

Local Partner (KDPA) Project Officer

(AE x 1)

Administrator (1)

Accountant (1)

Office Asst/ Storekeeper(1)

Driver (3)

TA support from OA VSL Technical Officer & Zonal Manager

Social Mobilizer (2)

IG 2 & 3 Program Directors

IG 2 & 3 Operation Managers

IG 1 Program Dir

Evolving P-Shift Understanding

– Initially understood as primarily characterized by sectoral identity: health, education, environment with microfinance cross cutting.

– Then seen as geographically delineated. IG1 in Eastern Arc mountains and south, IG2 in Mwanza and IG3 in Kahama.

– Increasingly seen as IG focussed, overlapping and integrated.

– Combining monitoring and evaluation resources and events

– Making time for teamwork and meetings

P-Shift Challenges

• Aligning sufficient funding to cover key program elements over time.

• Ensuring technical quality with diverse activities.

• Program coordination across complexities, internally and externally