CARE CENTRAL AMERICA Shift from Projects to Programs.

Presentación del tema: "CARE CENTRAL AMERICA Shift from Projects to Programs."— Transcripción de la presentación:

1 CARE CENTRAL AMERICA Shift from Projects to Programs

2 Where are we… Baskets of projects that are not interconnected (sometimes only geographically) Organizational structures that exclusively support these projects.

3 The Change we seek….. …. At all levels

4 Where are we currently in Central America in shifting to programs? Where do we want to be in 2 years in Central America in shifting to programs? How are we going to get there? Plan for the Central America Learning Laboratory for shifting from projects to programs

5 Where are we currently in Central America in shifting to programs? One Central America program strategy for addressing the 5 UCPs through 5 tracks (which drive sector programs). 5 priority sector strategies for contributing to specific MDGs (education, health, democracy and governance, integrated water resource management and economic development) and which address UCPs. A program strategy that has recently identified which population groups it will prioritize for achieving a significant impact on MDGs and UCPs. A CARE that is still fragmented in sectors and that is seen by others as mostly still working in sectors A need for greater understanding among staff about the scale of CARE Central America´s program-impact ambition and how the shift to a program strategy will contribute to that effort Little experience in the three strategic roles in the strategy A new structure which is program-based (which will help transition to programs) and which will be funded through programs (at least in part). Where do we want to be in 2 years in Central America in shifting to programs? How are we going to get there?

6 Where are we currently in Central America in shifting to programs? Where do we want to be in 2 years in Central America in shifting to programs? We want to have established and be implementing programs that focus on contributing significantly to MDGs and UCPs for specific impact populations and have the processes, systems and people in place to make that happen. How are we going to get there?

7 Where are we currently in Central America in shifting to programs? Where do we want to be in 2 years in Central America in shifting to programs? How are we going to get there? Develop clarity about how the program strategy will contribute to significant changes for specific populations for achieving MDGs. Faze out projects that do not fit into program strategies. Structure portfolio and pipeline around programs. Set up new program structure and fund 50% of it through the program pipeline. Bring in competencies for policy analysis, working with social movements, working with elites, etc. Define advocacy agenda based on programs and population groups. Establish DMEL unit for CARE Central America for ensuring that designs are consistent with program strategies, measuring impact at program level and promoting learning throughout the sub-region. Set up finance systems that allows program aggregation and analysis. Set up an annual staff performance system which evaluates team performance. 2 years

8 Priority Population: How we did the Analysis With whom have we worked with and why?? What process do we use to get there? ¿With whom do we work to make this change? What change do we need to make? Adaptado de Ciclo de Kolb

9 The process we used… Taking into account: The Theory of Change of LAC, CAREs Program Principles, the Strategic Plan of CARE USA and of Central America, the five UCPs and the three strategic roles of CARE CA: –What is the profound change needed in our society in order for CARE to impact the underlying causes of poverty in the region? ?Cual es el cambio mas profundo que, de alcanzarse en nuestra sociedad, permitirán la superación de las UCPs? –Who should be our priority population in order to reach the change we seek? ¿Qué población debemos tener como meta para lograr dichas transformaciones? –Who should be our strategic allies in promoting the change we seek?¿Quiénes deben ser aliados estratégicos para promover dichos cambios?

10 Mujeres Women MUJERES Women Sin acceso a tierras o créditos Indígenas, Sin o con poca participación en espacios de toma de decisión (privados y públicos) Pobres, campesinas Sin o con poco acceso a servicios como educación y salud o infraestructura: Vivienda Violentadas, feminicidio, prostituidas, esclavizadas. Rurales y/o Migrante s Desempleadas o Trabajadoras en empleos riesgosos y/o sin remuneración, sostén de la familia. Enfermas y/o desnutridas (VIH/Sida) En grupos de mujeres estigmatizados Sin o con poca organización para movilizarse por sus derechos Meta del Milenio No. 3 Meta del Milenio No. 5 y 6 Alto nivel de discriminación por género, etnia, edad, orientación sexual, migración y residencia. Débil participación ciudadana en procesos de toma de decisión. Débil aparato estatal y gubernamental para responder a los intereses de los grupos más marginalizados (corrupción, marco jurídico débil, baja capacidad de gestión, falta de un servicio civil). Discriminada, Estigmatizada

11 Why we chose Women? Women represent the population that is profoundly the poorest, most marginalized and socially excluded. Suelen ser las más pobres y marginadas. Es la población donde se concentra y se manifiestan con mayor profundidad la marginación y la exclusión social. According to CEPAL stats for 2005, 40% of Latin American women under 15 years have no income of their own. De acuerdo a datos de CEPAL, para 2005, alrededor del 40% de las mujeres de América Latina mayores de 15 años carecían de ingresos propios. En positions of decisionmaking women are in the minority despite representing half the population, and in many cases are more than half the electorate. En todos los espacios de toma de decisiones, las mujeres están representadas como minoría, a pesar de representar la mitad de la población y de constituir, en muchos casos, la mitad o más del electorado.

12 Despite an increase in the number of women in the labor force, the porportion of poor women who are heads of households in Latin America has increased from 27% in 1990 to 36% in 2005. A pesar de una creciente integración de las mujeres en el mercado laboral, la proporción de hogares pobres encabezados por mujeres en América Latina pasó del 27% en 1990 al 36% en 2005. By prioritizing women and girls we have alligned our program strategy with the CARE Strategic Plan and are advancing the process of transition from projects to programs. Al priorizar nuestro trabajo en niñas y mujeres estamos alineándonos al Plan Estratégico de CARE USA y avanzando en el proceso de transición de proyectos a programas

13 Niñas Girls NIÑAS GIRLS Sin certificado de nacimiento Indígenas Sin o con poca toma de decisión Pobres Sin o con poco acceso a servicios: Educación y Salud Violentadas, abusadas, explotadas sexualmente, con embarazos tempranos Rurales y/o Migrantes Trabajadoras Enfermas o desnutridas (VISH/Sida) Excluidas. Estigmatizada. Meta del Milenio No. 2 Meta del Milenio No. 3 Meta del Milenio No. 4 Débil participación ciudadana en procesos de toma de decisión. Alto nivel de discriminación por género, etnia, edad, orientación sexual, migración y residencia. Políticas inexistentes, inadecuadas o implementadas de manera incompleta y/o incorrecta, así como pobre gestión pública. En Maras.

14 Why we chose Girls? In girls we see manifest the inequality and social exclusion such as: En ella se manifiestan las inequidades y la exclusión social: –Non indigenous girls have more opportunities that indigenous girls. Niña no indígena tiene más oportunidades que una niña indígena. –Girls living in rural areas have fewer opportunities than girls living in urban areas. Una niña rural tiene menos oportunidades que una niña urbana. –A girl has fewer opportunities than a boy has. Una niña tiene menos oportunidades que un niño. The multiplier effect regarding the future: greater assurance that girls will have a direct effect on society and the nuclear family for generations to come. Efecto multiplicador a futuro, se asegura un efecto más directo en su núcleo familiar y social de manera intergeneracional.

15 Productores/as Rurales en economías de subsistencia PRODUCTOR ES/AS RURALES EN SITUACIÓN DE SUBSITENCIA Sin acceso a tierra, créditos. Con insuficiente cantidad o calidad de tierra (Menos de 3 hectáreas o en ladera) Indígenas Sin o con poca organización o asociación. Pobres, campesinos/as Afectados/as directamente por el CAFTA y globalziación Sin acceso a Mercados Mano de Obra Infantil Sin o con poca información legal Mujeres y jóvenes. Sin tecnología o con poco reconocimiento de su propia tecnología y conocimiento. Con Inseguridad Alimentaria Nutricional Meta del Milenio No. 7 Meta del Milenio No. 1 La imposición de un modelo de desarrollo excluyente, que no responde a la realidad de los países, y que no logra reducir la pobreza. Débil aparato estatal y gubernamental que no responde a los intereses de los grupos más marginalizados Políticas inexistentes, inadecuadas o implementadas de manera incompleta y/o incorrecta, así como pobre gestión pública.

16 Why Rural Producers in Economies of Subsistence? The majority of the population in CA is rural and is dedicated to subsistence agriculture. La mayoría de la población es población rural y se dedica a la agricultura de subsistencia. It is the group most excluded and affected by the neoliberal economic model. Es un grupo excluido y afectado por el modelo de desarrollo neoliberal. It is the group most at risk due to CAFTA and is unable to enter and compete in this dynamic. Es un grupo en alto riesgo CAFTA por las brechas que se abren, no van a poder competir para entrar en esta dinámica. It is alligned with the CA economic strategy. Alineado a estrategia económica de CA

17 ¿ Porqué Productores/as Rurales en economías de subsistencia? –The small producer sustains food security in countries where food security is at risk. Pequeño agricultor es el que sostiene la seguridad alimentaria de los países la cual está en riesgo. It is the labor force at the base of the economy of a country. Es la mano de obra que está en la base de la economía del país. Labor is located in national production such as coffee, sugar cane, and cattle as well as in the USA (a principle source of remesas in CA. Trabaja tanto en unidades productivas nacionales (fincas de café, ganado, caña de azúcar) como en los Estados Unidos (y son la principal fuente de remesas para la región). –The group highly vulnerable to climate change, natural disasters and economic crisis. Altamente vulnerables a cambio climático, disastres naturales y crisis económica

18 Espacio para Slide sobre Estructura OrganigramaFinal_modif.pdf

19 Next steps…. Define the theory of change for the programs we chose. Definir la teoría de cambio para los programas escogidos. Identify the sectoral contributions for the programs selected. Identificar las contribuciones sectoriales deseadas para los programas seleccionadas. Adjust the sectorial strategies so as to contribute to the goals and objectives of the shift from projects to programs. Ajustar las estrategias sectoriales para contribuir a las metas y objetivos de la transición de proyectos a programas. Identify the strengths of the programs in Central America and align our portfolio accordingly. Identificar las fortalezas de los programas de Centro América y el alineamiento de la cartera.

20 Bring in new and additional competencies in areas such as publicy policy, economic analysis, conflict analysis and how to work with social movements and elites. Traer nuevas competencias, por ejemplo en políticas publicas, análisis económico, conflicto y como trabajar con movimientos sociales y elites. Align our programs with the Insignia Program POWER WITHIN for women and girls. Alinearnos con el programa insignia POWER WITHIN de mujeres y niñas Ensure that we are contributing to the MDGs and UCPs. Asegurar nuestra contribución a los ODMs y los CSPs Defina an advocacy agenda based in programs that impact our target population. Definir una agenda de incidencia basada en programas y en grupos de la población meta

21 How are we going to get there? Key actions and timeline FY08FY09FY10 Q4S1S2S1S2 1.Develop clarity about how the program strategy will contribute to significant changes for specific populations for achieving MDGs. Communicate to all staff in Central America consistent messages about the overall strategy (addressing 5 UCPs through 5 priority tracks) and how sector strategies contribute to the program goal. Review the 5 program strategies based on the defining characteristics of a program; include specific target populations on which CARE Central America will focus its work. Based on the gender inequity analysis, develop and implement a more strategic approach to promoting womens empowerment and gender equity across programs. Implement Program Strategy (including sector strategies which are tied to the overall strategy). XXXXXXXXXX XXXX XXXX XXXX 2.Establish DMEL unit for CARE Central America for ensuring that designs are consistent with program strategies, measuring impact at program level and promoting learning throughout the sub-region. Establish DMEL Unit for CARE Central America with clear roles and functions. Establish Program M&E System for tracking progress and impact vis-à-vis goals. Implement the Organizational Performance and Learning system; carry out regular analyses. Promote ongoing learning across programs, cross-cutting issues and impact on UCPs. Capture, disseminate and use learning from the project to program shift at CARE CA. X XXX XXX XXXXXXXXXX XXXXXX 3.Set up new program structure and fund 50% of it through the program pipeline. Decide on program structure for CARE Central America. Set up new program structure for CARE Central America; consolidate team. Ensure that at least 50% of program structure is funded through program pipeline. X X X X

22 How are we going to get there? Key actions and timeline (continued) FY08FY09FY10 Q4S1S2S1S2 4.Define advocacy agenda based on programs and population groups. Identify clear advocacy goals for each program. Develop advocacy strategies. Implement advocacy strategies. X XXX 5.Structure portfolio and pipeline around programs. Carry out analysis of portfolio to assess which current projects (and other initiatives) are consistent with program strategy, and which ones not. Ensure that all new designs of projects and other program initiatives contribute to program strategy. Face out projects that do not fit into program strategies. X XX XX X XX XX XX XX 6.Bring in competencies for policy analysis, working with social movements and elites, etc. Analyze human resource requirements for implementing program strategy and develop plan for training current staff, attract new staff, etc. Implement human resource plan for ensuring a successful shift to programs. X XX XX X X X 7.Set up and use an annual staff performance system which evaluates team performance. Review and adapt CARE Ecuadors system for team performance. Start using team performance system; evaluate use of system for organizational performance. X X X X 8.Set up and use finance systems that allows program aggregation. Review current systems in the region for program financial analysis. Adapt for CARE CA requirements. Analyze financial needs and performance of programs using appropriate system. XXXXXXXX