Presentation on theme: "MALAWI COUNTRY: Small (13 million) Stable Densely populated CIVIL SOCIETY: Young Growing in voice CO: Programming Livelihood Education Micro-finance 120."— Presentation transcript:
MALAWI COUNTRY: Small (13 million) Stable Densely populated CIVIL SOCIETY: Young Growing in voice CO: Programming Livelihood Education Micro-finance 120 staff 6.8Million Learning Lab Access Africa and Power Within
Programme definition A coherent set of initiatives by CARE and our allies that involves a long term commitment to specific marginalized and vulnerable groups to achieve lasting impact at broad scale on underlying causes of poverty and social injustice. This goes beyond the scope of projects to achieve positive changes in human conditions, in social positions and in the enabling environment.
Preparations for programme approach : First steps under the CO DME team as part of the discussions on improving programme quality. This led to the development of a CO baseline which was to be used as both a source of planning and design information, but also as the reference point for measuring impact of all coordinated CO programmes. Shortly afterwards the CO participated in the Cairo conference Clearer definitions were formulated and the CO started to develop a road map of processes and activities that were expected to happen.
Doings things differently : Roles and structures are changing as staff strive to ensure a more logical clustering of projects based on defined impact groups. As we define impact groups it is already starting to guide decisions on new programming in a much more focused way. At the core of new design is an explicit choice around synergies and linkages which will lead to long term impact.
Learning as we go: Process of defining the impact population and their link to the target population has been an iterative process. It has led us through greater reflection on our current UCP analysis: on the operational context and social dynamics Defining theories of change has helped to structure the discussions. Already it has become clear that making the changes has implications for our operational capacity and that unless programme support functions move alongside these changes they will soon be blocked.
What’s exciting Programmatic quality changes are clear – synergies and coordination lead to better impact. But there are also clear operational benefits: Managing funding streams Fundraising and budgeting Resource management. Data management HR Management
What’s exciting…. Resource and data management: Coherent system for managing a portfolio of many small funding streams – eg. coordinated M&E and TA within programmes – too complex or unaffordable for small, short projects. Better fundraising and budgeting – a “base” programme can generate multiple proposals rapidly from pre- designed and planned programme ideas. Back ground data and possible partnerships are already known – so designs are quicker and better quality. Better procurement planning and cash forecasting. Coordinated planning and management systems will improve functions Less crisis management. Better data tracking – coordinated data management – data more accurate and meaningful and available for media materials, background data
What’s exciting…. HR Management: Better HR planning and talent management. Decreased turn-over of core staff Greater incentives for skills development and high performance Clear rewards within the programmes. Shorter start up time and reduced learning curve for new programmes Less recruitment risk. Improved knowledge retention – including for compliance.
Some of the key remaining challenges Complete theories of change for two programme areas. Continue to maintain wide staff engagement in the process. Develop programme strategies Coninue to review nad align the stratei plan Document he process for sharing Allow time and space to make mistakes and learn.