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

November, 2009November, 2009

I.I. One key ideaOne key idea

II.II. How we have developed programsHow we have developed programs

III.III. LessonsLessons

IV.IV. Implications for CARE UKImplications for CARE UK

I. Key to the Program Shift…

A project is a MEANS to

BIGGER IMPACT,

NOT

an END in itself

Take a pearl…FEMME

R2 = 0.7976

0

20

40

60

80

100%

Nacimientos en COEm (%)Necesidades EMO alcanzadas (%)Ex ponencial (Necesidades EMO alcanzadas (%))

Nacimientos en

COEm (%)

25.9 24.3 23.5 25.4 25.1 29.8

Necesidades EMO

alcanzadas (%)

30.4 33.7 51.2 45.3 83.9 75.9

2000 2001 2002 2003 2004 2005

Met need for emergency

obstetric care (use of EmOC

services), 2000-2005

Letalidad obstétrica (GI, 2000-2005)

1.7 1.7

0.5 0.50.1

0.40

0.5

1

1.5

2

2.5

3

2000 2001 2002 2003 2004 2005

%

Obstetric case fatality rate

(quality of EmOC services),2000-2005

But reached only 2% of women of reproductive age in Peru

So need a new role to leverage greater impact

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

II. How we have done it

8 steps:1. Underlying causes of poverty2. Priority impact population3. Determine organizing logic (sector, geographic,

UCP or impact population)4. Theory of change and hypotheses5. Strategy6. M&E system7. Annual operating plans8. Accountability and learning

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

1. Underlying Causes of Poverty

Five underlying causes of poverty in Peru

Inadequate or poorly Inadequate or poorly implemented public implemented public

policypolicy

Weak exercise of Weak exercise of citizenshipcitizenship

Exclusionary and Exclusionary and unsustainable unsustainable development development

modelmodel

Lack of a shared national vision for development Lack of a shared national vision for development and poverty reductionand poverty reduction

High levels of discrimination, High levels of discrimination, by gender, race and social by gender, race and social

classclass

UCPs and Unifying Framework

2. Priority impact population

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….

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

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)

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

Priority Impact Group for CARE Peru Programs:Families living below or near the poverty and extreme poverty lines

In the Andean Highlands and in Amazonian Indigenous Communities

Women(including youth)

Men (including youth)

Girls and female adolescents Boys and male adolescents

Sustainable Economic Development

Sustainable Economic Development

Nutrition Nutrition Nutrition

Education Education Education

Gender Gender

Health Health Health

HIV & TB HIV & TB HIV & TB HIV & TB

Climate Change Climate Change Climate Change Climate Change

Integrated Water Resource Management

Integrated Water Resource Management

Integrated Water Resource Management

Integrated Water Resource Management

Governance & Extractive Industries

Governance & Extractive Industries

Emergencies & Disaster Risk Reduction

Emergencies & Disaster Risk Reduction

Emergencies & Disaster Risk Reduction

Emergencies & Disaster Risk Reduction

CARE PERU PROGRAM PARTICIPANTS

Priority Impact GroupThe 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

Stakeholder GroupKey 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

Secondary Objective GroupThe 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

Direct Impact SubgroupThe subset of the priority impact group with whom we work directly in our projects

National Poverty Line

National Extreme Poverty Line

Population with whom a project will work directly to generate positive impacts – including the direct impact subgroup and members of the secondary target group

Program Impact GoalsThe 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)

SUSTAINABLE ECONOMIC DEVELOPMENT PROGRAM PARTICIPANTS

Priority Impact GroupWomen and men below or near the poverty and extreme poverty lines, in the Andean Highlands and Amazonian Indigenous Communities

Stakeholder GroupKey actors that facilitate our interventions and advocacy work: Local government, Ministry of Agriculture, research bodies, private sector, technical assistance providers, NGOs, etc.

Secondary Objective GroupNon-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

Direct Impact SubgroupPoor women and men with whom we work directly in our projects, in Ancash, Ayacucho, Cajamarca, Huancavelica & Puno

National Poverty Line

National Extreme Poverty Line

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%)

Program Impact GoalsMDG1: 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%.

Program Priority Impact Group

Direct Impact Subgroup

Secondary Objective Group

Stakeholder Group

Sustainable

Economic

Development

Women and men below or near

the poverty and extreme

poverty lines, in the Andean

Highlands and Amazonian

Indigenous Communities

Poor women and men

with whom we work

directly in our projects

Entrepreneurial non--poor Institutions, private sector,

etc.

Nutrition Poor women, girls and boys in

Highlands and Amazonian

indigenous communities

Poor women, girls and

boys in communities

where we work…

Community authorities, men,

health volunteers, health staff,

local governments, etc.

Ministries, Mayors, national

government, JUNTOS, etc.

Education Indigenous boys and girls, and

women, from rural highlands

and jungle

Boys and girls in

schools/women in

communities where…

Teachers, parents, community

leaders, local education

specialists, etc.

Ministry of Education,

Ministry of Economics &

Finance, local government

Gender Women and girls from rural

highlands and jungle

Women and girls in

communities where…

Men and boys from communities

where we work, community

leaders, etc.

National government, local

government, women´s

movement, etc.

Health Reproductive age women and

newborns in rural highlands

and jungle

Direct participants in our

projects

Health staff, community

authorities, health volunteers,

men & mothers in law in project

communities, etc.

National and local

government, women´s

movement, Finance

ministry, etc.

HIV & TB MSM, SW, Trans, prison

population, reproductive age

women and their newborn

children, adolescents, rural

poor

Vulnerable groups with

which projects work

directly

Health staff, school children,

networks of PLWHA

National and local

government, NGOs, etc.

IWRM Families in or near poverty

lines in rural highlands/ jungle

Families in communities

where we work directly

Local government staff, health

promoters, community leaders…

National and local

government, etc.

Others To be completed…

3. Determine organizing logic

How to organize and focus programs

Sector

Peru/Ecuador: Health, education etc.

Geographical

???

UCP

Peru/LAC: Gender equity.

Impact population

Bangladesh: Women´s Empowerment/Extreme Rural

Poor, Sri Lanka: Plantation workers

4. Theory of Change

1st step

Identify desired impact and

change

3rd step

What does Government, private sector, civil society etc. need to do to achieve the desired change?

4th step

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

Building the Theory of Change2nd step

Identifying contributory factors

Identify the core problem

Underlying Causes of Poverty for CARE PeruUnderlying Causes of Poverty for CARE Peru1. 1. High levels of discrimination, by gender, race High levels of discrimination, by gender, race

and social classand social class2. 2. Inadequate or poorly implemented public Inadequate or poorly implemented public

policypolicy3. Weak exercise of citizenship3. Weak exercise of citizenship4. 4. Exclusionary and unsustainable development Exclusionary and unsustainable development

modelmodel5. 5. Lack of a shared national vision for Lack of a shared national vision for

development and poverty reductiondevelopment and poverty reduction

5. Program strategy document

Overview of process for developing program strategy document,Overview of process for developing program strategy document,with team and key partnerswith team and key partners

1. Initial preparation of 1. Initial preparation of inputs for workshop inputs for workshop with Program with Program Coordinator: Coordinator:

- Review of context, Review of context, problem analysis and problem analysis and gaps (figures, data), gaps (figures, data),

- Workshop with experts Workshop with experts and partners to define and partners to define problem, key advances problem, key advances already achieved, and already achieved, and recommendations to recommendations to CARECARE

- Develop draft Theory Develop draft Theory of Changeof Change

- Suggest indicators Suggest indicators (from national targets, (from national targets, MDGs and others)MDGs and others)

Time involved: depends on agenda of team Time involved: depends on agenda of team and coordinatorand coordinator

2. Workshop(s) with program team for 2. Workshop(s) with program team for joint analysis and definition of key parts joint analysis and definition of key parts of the strategy: of the strategy:

- Presentation of characteristics of programs, Presentation of characteristics of programs, logic of program shift (reflections and logic of program shift (reflections and challenges)challenges)

- Presentation of problem and challenges Presentation of problem and challenges

- Definition of priority impact population for Definition of priority impact population for the programthe program

- SWOT analysisSWOT analysis

- Adjustment and definition of draft Theory of Adjustment and definition of draft Theory of Change: identification of core problem, Change: identification of core problem, contributory factors (related to underlying contributory factors (related to underlying causes of poverty), desired change, actors causes of poverty), desired change, actors responsible for change, role of CARE and responsible for change, role of CARE and identification of strategic objectives for the identification of strategic objectives for the program strategyprogram strategy

- Review of institutional experience and Review of institutional experience and lessons learnedlessons learned

- Definition of strategy management: mapping Definition of strategy management: mapping of partners and allies, resource mobilization of partners and allies, resource mobilization strategy, articulation with other strategies, strategy, articulation with other strategies, talent management and capacity building talent management and capacity building requirements, monitoring, evaluation and requirements, monitoring, evaluation and learninglearning

3. Meetings with core 3. Meetings with core team and program team and program coordinator: coordinator:

- Adjust inputs for each Adjust inputs for each elementelement

- Structure strategy Structure strategy document following document following outline formatoutline format

- Map and select key Map and select key indicators (impact, indicators (impact, public policy, program public policy, program strategy)strategy)

- Write draft documentWrite draft document

4. Share draft 4. Share draft strategy strategy document with document with program team for program team for feedback and feedback and revisionrevision

5. Present 5. Present program strategy program strategy to Program to Program Coordination Coordination Team for Team for feedbackfeedback

6. Incorporate 6. Incorporate feedback and feedback and finalize strategy finalize strategy documentdocument

6. Monitoring and evaluation

Design and build monitoring and evaluation strategyDesign and build monitoring and evaluation strategy

Determine Indicators for:Determine Indicators for:• Impact for the (priority) Impact for the (priority)

populationpopulation• Impacts on public Impacts on public

policypolicy• Strategic objectives in Strategic objectives in

programprogram• Strategy managementStrategy management• Process (Program Process (Program

Principles, etc.)Principles, etc.)

With review of key With review of key hypotheses for hypotheses for

selection of program selection of program strategiesstrategies

Education Program:Education Program:

Impact on access to and quality of educationImpact on access to and quality of education

Impact on public policyImpact on public policy

1.1 Tasa de cobertura en secundaria rural por sexo e idioma nativa (Aumentar cobertura secundaria del 77% al 90%, meta para 2011)

1.2 Tasa de inasistencia en primaria y secundaria, por sexo e idioma nativa

1.3 Reducir tasa de extra-edad en primaria, por sexo e idioma nativa (reducir atraso escolar del 60% al 40%, meta para 2011)

1.4 Tasa de extra-edad en secundaria, por sexo e idioma nativa (Reducir extra edad del 83% al 60%, meta para 2011)

1.5 Desempeño suficiente en matemáticas de los alumnos que concluyen el III ciclo de EBR (Segundo grado de primaria), por sexo e idioma natva

1.6 Desempeño suficiente en comprensión lectora de los alumnos que concluyen el III ciclo de EBR(Segundo grado de primaria), por sexo e idioma nativa

2.1 CNE - % de regiones con implementación adecuada de su PER

2.2a MEF - asignación presupuestal al sector educación (% del PBI)

2.2a MEF - inclusión de productos, resultados, indicadores y metas relativos a la educación bilingüe e intercultural en el programa estratégico “logros de aprendizaje al finalizar el 3°ciclo” del Presupuesto Por Resultados

2.3 MINEDU - existencia de un sistema para informar de manera periódica sobre el acceso a la EIB y los logros educativos de los y las estudiantes, y de las niñas de áreas rurales.

2.4 Defensoría del Pueblo - informe defensorial sobre la EIB, con acciones de seguimiento a recomendaciones dadas

2.5 Gobiernos Regionales - aumento en asignación presupuestal (recursos ordinarios, canon, PP, FONIPREL, etc.) a inversiones para mejorar la calidad y equidad de educación

Indicators of 6 Program StrategiesIndicators of 6 Program Strategies

Indicators of Strategy ManagementIndicators of Strategy Management

3.1 Número de propuestas participativas de educación intercultural bilingüe en zonas andinas y amazónicas validadas

3.2 Número de propuestas educación intercultural en zonas urbanas y en escuelas públicas y privadas validadas

3.3 Número de propuestas y estrategias validadas que han sido adoptadas y adaptadas a nuevos contextos y a mayor escala por parte del sector educación, gobierno local y regional

3.4.a Número de espacios fortalecidos de participación de la sociedad civil, sector público y privado en la formulación, implementación y evaluación de políticas educativas

3.4.b Ejemplos de logros de la incidencia de estos espacios

3.5 Ejemplos de logros de la incidencia para promover, crear e implementar políticas de inversión pública para mejorar la calidad de la educación de los sectores más vulnerables.

3.6 Ejemplos de logros de la incidencia en el gobierno local, regional y nacional para la formulación y aplicación de políticas y estrategias de interculturalidad que combatan la discriminación lingüística, social, racial étnica, la inequidad de género, adecuadas a las características del contexto.

4.1 Existencia de una estrategia programática revisada en los últimos 12 meses, en el marco de la definición de programas y sus características en el taller de Istanbul

4.2 Número de estudios, investigaciones, pilotos, y productos de conocimiento, que han sido desarrollados con la participación proactiva de los y las integrantes del Equipo Programático de Educación

4.3 Número de estrategias de incidencia política definidas y en implementación

4.4 Ejemplos de debates internos en el Equipo Programático sobre temas importantes y candentes

4.5 Número de redes y alianzas en las cuales tenemos una participación efectiva y estratégica

4.6 Número de espacios promovidos en los últimos 12 meses para analizar los resultados de Desempeño Organizacional y Aprendizaje para mejorar sistemáticamente la calidad programática durante el ciclo de programas

4.7 % de propuestas y proyectos que incorporen su información en el sistema gerencial de proyectos (SGP)

4.8 Número (y $ presupuestal) de propuestas presentadas y aprobadas, frente a metas definidas

Process: incorporation of PPs in proposals

Puntaje Promedio de Principios

4.40

4.57

4.34

2.87

2.80

3.13

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

Abordar discriminación

Asocio

Empoderamiento

Rendición de cuentas

Resolución de conflictos

Sostenibilidad

Total

Propuesta/Proyecto (Todas) Prioridad Programática Educación: ODM Meta 3 Lograr Enseñanza Básica Universal Sector (Todas) Oficina (Todas)

Promedio de Puntaje

Principio Coloque campos de serie aquí

Puntaje Promedio de Principios

3.42

4.20

3.75

2.89

2.07

3.45

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50

Abordar discriminación

Asocio

Empoderamiento

Rendición de cuentas

Resolución de conflictos

Sostenibilidad

Total

Propuesta/Proyecto (Todas) Prioridad Programática (Todas) Sector (Todas) Oficina (Todas)

Promedio de Puntaje

Principio Coloque campos de serie aquí

Annual aggregation of quantitativeproject effects and results

Qualitative impact measurement

Health The Healthcare Services Law was introduced in Congress with the backing of more than 100,000 signatures to congress and approved by the Committee for Health, Population, Family and People with Disabilities. Its debate is pending.

The bill containing the regulations for Law 29124 was put to Congress. The bill contains contributions from the Local Health Management Committee, which were gathered at macro-regional meetings held with the support of the European Commission.

The National Health Council incorporated the proposals of ForoSalud in the bill amending Law 27813, which creates the coordination bodies of the National Health System.

With the technical assistance of CARE and other institutions, the Ministry of Health (2007) has institutionalized the Clinical Practice Guidelines for Neonatal Care and the Clinical Practice Guidelines for Emergency Obstetric Care according to handling capabilities. 50 health professionals act as regional facilitators.

IWRM Promotion of the promulgation of 21 regional bylaws which promote access to water and sanitation services, which contribute in a direct manner to improved health conditions.

Most significant change on UCPs

7. Annual operating plans

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

1. INDICADORES IMPACTO

3. OBJ. ESTRATEGICOS EP Nutricion

2. INDICADORES GESTION EJES

FUENTE DE DATOS IND. GESTION LINEAS DE ACCION SUBACTIVIDADES

AmbitoResponsable

EQUIPO DE APOYO

RECURSOS Ago Sep Oct Nov Dic Ene Feb

1.1. Reduccion de la desnutricioncronica en menores de 5 años

OBJETIVO ESTRATÉGICO 2: Los GR y GL realizan una mayor inversión y un uso más eficiente de los recursos con los que cuentan para reducir la desnutrición y mejorar la seguridad alimentaria.

2.7. Recursos asignados al PAN de presupuesto por resultados

Implementacion de

la Estrategia CRECER

en el nivel

nacional, regional y

local

MEF (consultaamigable)

Fortalecimiento de capacidades de gobiernos locales

Continuar fortalecinedocapacidades y socializacion de PPR en el nivel local

Apurimac ConsultoriaIP nutricion

X X

Asistencia tecnica para fortalecer y socializar los ejes 2 y 3 de CRECER

Ayacucho

Consultoriaen Ayacucho y Huancavelica

IP nutricion y Py ACDI en Huancavelica

X X X X X X X

OBJETIVO ESTRATÉGICO 1: Los diferentes niveles de gobierno, de manera eficiente, formulan, gestionan, monitorean y evalúan políticas públicas en nutrición y seguridad alimentaria

2.10. Proporcion de instancias de coodinacionnacional, regional y local instaladas y activas

CRECER nacional, regional y local

Huancavelica

Consultoriaen Ayacucho y Huancavelica

IP nutricion y Py ACDI en Huancavelica X X X X X X X

Implementacion de CRECER en nuevos distritos: Ayacucho: Luricocha en Huanta, 8 distritos de Vilcashuaman, Santiago de Piccha en Huamanga, Alcamenca y Huacaraylla en Fajardo.

AyacuchoEquipoLavado de manos

IP Nutricion y Py Lavado de manos

X X X X X X X

OBJETIVO ESTRATÉGICO 2: Los GR y GL realizan una mayor inversión y un uso más eficiente de los recursos con los que cuentan para reducir la desnutrición y mejorar la seguridad alimentaria.

2.11. Proyectos de inversion publica de seguridad alimentaria aprobados

Banco de datos del SNIP

Movilizaciòn de recursos municipales y regional (presupuesto participativo, FONIPREL, SNIP, etc).

Apoyar en la formulacion de proyectos de caracter social de S.A

ApurimacConsultoriaen Apurimac

IP Nutricion

X X X X X

AyacuchoIP Nutricion X

CajamarcaIP Nutricion X X X

Apoyar en la implementacion de los proyectos gestionados y aprobados el año pasado

ApurimacConsultoria en Apurimac

IP Nutricion

X X X X X

AyacuchoIP Nutricion X X X X X X

Huancavelica

IP Nutricion X X

Buscar recursos del gobierno regional y local para generar un programa de capacitacion para diseño, ejecucion y evaluacion de proyectos SNIP en Seguridad alimentaria

Huancavelica

IP Nutricion

X X X

1. INDICADORES IMPACTO

3. OBJ. ESTRATEGICOS EP Nutricion

2. INDICADORES GESTION EJES

FUENTE DE DATOS IND. GESTION LINEAS DE ACCION SUBACTIVIDADES

AmbitoResponsable

EQUIPO DE APOYO

RECURSOS Ago Sep Oct Nov Dic Ene Feb

1.1. Reduccion de la desnutricioncronica en menores de 5 años

OBJETIVO ESTRATÉGICO 2: Los GR y GL realizan una mayor inversión y un uso más eficiente de los recursos con los que cuentan para reducir la desnutrición y mejorar la seguridad alimentaria.

2.7. Recursos asignados al PAN de presupuesto por resultados

Implementacion de

la Estrategia CRECER

en el nivel

nacional, regional y

local

MEF (consultaamigable)

Fortalecimiento de capacidades de gobiernos locales

Continuar fortalecinedocapacidades y socializacion de PPR en el nivel local

Apurimac ConsultoriaIP nutricion

X X

Asistencia tecnica para fortalecer y socializar los ejes 2 y 3 de CRECER

Ayacucho

Consultoriaen Ayacucho y Huancavelica

IP nutricion y Py ACDI en Huancavelica

X X X X X X X

OBJETIVO ESTRATÉGICO 1: Los diferentes niveles de gobierno, de manera eficiente, formulan, gestionan, monitorean y evalúan políticas públicas en nutrición y seguridad alimentaria

2.10. Proporcion de instancias de coodinacionnacional, regional y local instaladas y activas

CRECER nacional, regional y local

Huancavelica

Consultoriaen Ayacucho y Huancavelica

IP nutricion y Py ACDI en Huancavelica X X X X X X X

Implementacion de CRECER en nuevos distritos: Ayacucho: Luricocha en Huanta, 8 distritos de Vilcashuaman, Santiago de Piccha en Huamanga, Alcamenca y Huacaraylla en Fajardo.

AyacuchoEquipoLavado de manos

IP Nutricion y Py Lavado de manos

X X X X X X X

OBJETIVO ESTRATÉGICO 2: Los GR y GL realizan una mayor inversión y un uso más eficiente de los recursos con los que cuentan para reducir la desnutrición y mejorar la seguridad alimentaria.

2.11. Proyectos de inversion publica de seguridad alimentaria aprobados

Banco de datos del SNIP

Movilizaciòn de recursos municipales y regional (presupuesto participativo, FONIPREL, SNIP, etc).

Apoyar en la formulacion de proyectos de caracter social de S.A

ApurimacConsultoriaen Apurimac

IP Nutricion

X X X X X

AyacuchoIP Nutricion X

CajamarcaIP Nutricion X X X

Apoyar en la implementacion de los proyectos gestionados y aprobados el año pasado

ApurimacConsultoria en Apurimac

IP Nutricion

X X X X X

AyacuchoIP Nutricion X X X X X X

Huancavelica

IP Nutricion X X

Buscar recursos del gobierno regional y local para generar un programa de capacitacion para diseño, ejecucion y evaluacion de proyectos SNIP en Seguridad alimentaria

Huancavelica

IP Nutricion

X X X

8. Accountability and learning

Define process and system for Accountability: identify processes for Define process and system for Accountability: identify processes for accountability to stakeholders (in projects, offices, program overall, accountability to stakeholders (in projects, offices, program overall,

as part of institutional system)as part of institutional system)

Six-monthly and/or annual review of AOP by team to identify advances Six-monthly and/or annual review of AOP by team to identify advances and gaps. Annual review of context, and hypotheses. Updating and gaps. Annual review of context, and hypotheses. Updating opportunities, threats and review of program strategies and theory of opportunities, threats and review of program strategies and theory of change.change.

Accountability and learning

Where are we?Where are we?

• 10 programs developed or in process10 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 & 200873 projects between 2007 & 2008• Spending: US $ 46.6mSpending: US $ 46.6m

Program Coordination Team

Ec. DevEc. Dev HealthHealthEducationEducation

IWRMIWRM GovernanceGovernance EmergenciesEmergencies

MDG1 & MMM

-Poverty

-Inequality

-Rural Highlands

MDG2 & MMM

-Chronic malnutrition

-Rural Highlands

MDG 4 & 5 & MMM

-Maternal mortality

-Newborn mortaliity

-Rural Highlands & Jungle

MDG 6

& National Strategy

-HIV/AIDS

-TB

MDG 3 & MMM

-Quality and equity in education

-Rural highlands

MDG 7

& MMM

-Access to water

-Sanitation

-Rural highlands

MDG12 & National Agreement

- Surveillance

-Transparency

-Decentral-ization

National impact (MDGs & national goals)

Gender Equity

* Economic model* Economic model * Extractive * Extractive industriesindustries

-Peru-LAC-Signature Program

- Peru- LAC-Signature Program

-Peru-LAC

-Peru-LAC-Peru

-CARE Humanitarian

Mandate

-SPHERE

-Accountability

INNOVATION* Disaster risk * Disaster risk

reductionreduction*IWRM*IWRM

MDG6

-Climate Change

-Adaptation

-Equity

-Rural Highlands & Jungle

3 Program Strategies3 Program Strategies::1. Generation, validation and dissemination of new models and strategies

2. Support Government and others to adapt, replicate and scale up evidence based strategies3. Advocacy for public policy change or implementation

5 Underlying Causes of Poverty:5 Underlying Causes of Poverty:High levels of discrimination, by gender, race and social class

Inadequate or poorly implemented public policyWeak exercise of citizenship

Exclusionary and unsustainable development modelLack of a shared national vision for development and poverty reduction

Cross-cutting approaches: Cross-cutting approaches: RBA & CI Program Principles (Accountability, Advocacy, Gender Equity, Governance, Inclusion, Interculturality)

III. Lessons

• Time and accompaniment - to help internalize logic, promote reflection, Time and accompaniment - to help internalize logic, promote reflection, facilitate dialogue and generate resultsfacilitate dialogue and generate results

• Learning styles vary – so varied processes and timeframes and advances Learning styles vary – so varied processes and timeframes and advances – enable this, rather than box into one approach– enable this, rather than box into one approach

• Process needs time to developProcess needs time to develop• Process more important than final outcome – though key to end up with Process more important than final outcome – though key to end up with

that (document)!that (document)!• Difficult to expect someone with full-time project agenda to have the time Difficult to expect someone with full-time project agenda to have the time

to lead on the development and implementation of a new program agendato lead on the development and implementation of a new program agenda• Different teams/spaces for analysis and reflection – sectoral, RBA, gender, Different teams/spaces for analysis and reflection – sectoral, RBA, gender,

accountability, expanded SMT, Program Coordination Team, Project cycle accountability, expanded SMT, Program Coordination Team, Project cycle course, etc.)course, etc.)

• 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

COProposals Won(#) value (US $)

Bosnia 4 1,673,329 Caucusus 16 10,990,482 Egypt 7 1,139,000 Kosovo 2 941,927 West Bank 22 16,944,992 MERMU 51 31,689,730

Angola 2 1,932,479 Lesotho/ SA 3 3,019,466 Madagascar 21 7,480,704 Malawi 12 8,289,080 Mozambique 10 11,745,000 SARMU 48 32,466,729

Cote d'Ivoire 4 4,735,000 Gulf of Guinea 17 13,193,945 Liberia 1 2,000,000 Mali 9 25,473,645 Niger 3 2,344,683 Sierra Leone 10 7,115,722 WARMU 44 54,862,995

CARE USA COs 438 465,734,115

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

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

Donor Partner

Distant Engaged

$ drain $ contributor

Bureaucratic Agile

Secretive Transparent

Engage beyond your projects, and…

see these as means, not ends

CARE PerúCARE PerúAv. Gral. Santa Cruz 659Av. Gral. Santa Cruz 659

Lima 11 - PerúLima 11 - Perú

CentralCentral:: (511) 4171100 (511) 4171100

Fax:: (511) 4330492(511) 4330492

jgoulden@care.org.pejgoulden@care.org.pe

www.care.org.pe