1. P2P Progress to date Jan-Sept 08

2. The (Shift) Path

3. Our Journey Defining and conceptualizing impact statements. Resource mobilization for long term programs. Operationalizing programs under impact statement. Changing relationships for greater impact. Changes in organizational systems and processes. Communicating externally about the statement.

4. Defining and conceptualizing impact statements. Geography, theme, approach or by group. Selecting five then four themes. Clustering existing projects. Four program impact statements. Review against characteristics. Mapping, debates, proposal development, structuring, recruitment, planning…etc. Select targets, set goals and start causal analysis.

5. Changes in organizational systems and processes. Program and program support function mapping. Propose new organizational structure. Recruit for most of the positions. Develop program AOP linked Co AOP which inform IPO. Develop program budgets. Talent management and staff resources across programs. Internal Governance (CT, P2P-Group, FO-SMT).

6. Our Journey Defining and conceptualizing impact statements. Resource mobilization for long term programs. Operationalizing programs under impact statement. Changing relationships for greater impact. Changes in organizational systems and processes. Communicating externally about the statement.

7. Natural Resources Management

8. A clearly defined goal for impact on the lives of a specific group, realized at broad scale. By year 2020 CARE would have contributed to increasing sustainable and equitable access to natural resources and its services to enhance livelihoods of rural families in upper Egypt that depend on farming or agriculture based industries as its main source of income. Small Farmers target family members who their families are living below poverty line. This category would normally rent, own 5 feddans (old land), ten feddans (new land), five heads of cattle or less with the following priorities: 1.Female farmers headed households. 2.Small Farmers. 3.Small Farmer’s wives. 4.Agriculture workers.

9. A thorough analysis of underlying causes of poverty and social injustice at multiple levels with multiple stakeholders. Next Steps: Deepen the Causal Analysis and aggregate into comprehensive description. Link to MDG++, current literature and statistics. Validate with constituencies and potential partners and stakeholders. The program will enhance the livelihoods of the above families through promoting the following dimensions: (Good governance and civil society participation, Culture of rights and responsibilities, Public awareness and partnerships, Equitable economic development, Gender equity, Conflict mitigation) 1.Problem tree for each sub group. 2.Clustering of major challenges facing all groups using the unifying framework.

10. An explicit theory of change that is rigorously tested and adapted to reflect ongoing learning. One of the core assumptions is that stakeholder involvement - particularly at the intermediate and local levels - leads to improved use and management of natural resources. Improved management implies taking better account of users’ needs and rights and engenders collective responsibility for interventions in the fields of agriculture, land use, water and environment. Equitable, quality education Supportiv e leadership spaces Development of leadership competencies for girls Advocacy and support Leadership development Next Steps: Develop T.O.C. based on UF, causal analysis and backed up by UCP and literature.

11. A coherent set of initiatives that enable CARE and our allies to contribute significantly to the transformation articulated in the theory of change. SAN DSS (CEDARE) Water & Stability January 2008 SAN AI Currently RDW DSS (CEDARE) Water & Stability Hopeful Future NRM SAN AI RDW DSS (CEDARE) Water & Stability

12. Ability to promote organizational and social learning, to generate knowledge and evidence of impact. Work on improving initiatives knowledge systems started, more work still needs to take place Work on Program Level Knowledge systems have not started yet

13. Contribution to broad movements for social change through our work with and strengthening of partners, networks and alliances. Potential collaboration/ partnership with PLAN, Agriculture Research Center, Egyptian Water Partnership, National Water Research Center. Holding consultations and round tables on the twinning of Water resources and agriculture strategies-policies in Egypt. Collaborate to form a collation of NGOs to address food crisis in Egypt (potential).

14. A strategy to leverage and influence the use and allocation of financial and other resources within society for maximizing change at a broader scale. Using the Etisaalat Initiative to leverage resources for PPDG and FFV while building on work done by DSS. Using AI to contextualize Women participation in SAN. Staff retention and developing a Core program team staffing structure

15. Accountability systems to internal and external stakeholders. Validate major decisions with P2P group and CT …etc. Review analysis with stakeholders and constituencies. Form alliance around program strategy rather initiatives. Encourage a CO steering committee formation (evolution of Friends of CARE proposed) IPO as a mechanism for personal accountability towards the program

16. Thanks & Group Work.