LEARNING LAB ACTION PLAN FOR CARE BANGLADESH PROGRAM SHIFT
FY09 TO DECEMBER 09 (MAY TO DEC.)
Last Updated: June 1, 2009
No. / ACTION / MAY / JUN / JUL / AUG / SEP / OCT / NOV / DEC / WHO / COMMENTSReview progress against 8 characteristics of program / X / This will be reviewed annually. The first review was conducted in July 2008
Completion goal for impact statements: by FY10 Impact Statements drive all aspects of CARE BD (per the work streams). Progress is made and tracked on all 8 defining characteristics of a program.
WORKSTREAM A: DEFINING AND CONCEPTUALIZING IMPACT STATEMENTS
No. / ACTION / MAY / JUN / JUL / AUG / SEP / OCT / NOV / DEC / WHO / COMMENTSA1. / Finalizing the Impact Statements
A1.1 / Confirm resources for the analysis needed to complete the urban impact statement / X / Faheem, SMT
A1.2 / Complete analysis for the urban IS and the analysis and theory of change for the DRR IS / X (DRR) / X (urb) / Stav
A1.3 / Confirm geographies to invest in over the next 10-15 years (document outlining key regions, choice of district and upazilas along with criteria, and strategy for coverage and spread. Also includes criteria for deviating from geography) / X (first cut for H, MM) / X (Ch, Coast, Urban) / PQ and PD take lead with ACDs
A1.4 / Clarify breakthroughs for each IS / X (for EP and W) / X (for urb & DRR) / PQ
A1.5 / Outline most relevant strategies and approaches for each IS and identify gaps / X / X / X / X / X / PDs and ACDs
A1.6 / Articulate advocacy agenda and key players and policies relevant to each IS / X / Advocacy Unit / Support from Champion Groups
A1.7 / Identify key knowledge areas for each IS (likely to be associated with breakthroughs) / X
A2. / Draft technical strategies relevant to ISs
A2.1 / Complete governance strategy paper / X / Andrea
A2.2 / Complete health strategy paper / X / Jahangir/ Stav
A2.3 / Complete education strategy paper / X / Reza/ Farhana
A2.4 / Complete food security strategy paper / X / Stav / Link to thematic study on food security and nutrition
A2.5 / Complete economic empowerment strategy paper / X / Asif/ Stav
A3 / Complete operational strategies and approaches paper(includes partnership approach, community mobilization, community-led approach, site selection and scaling up) / X / ACD P & PQ
A4. / Review existing projects and plans of units through the lens of ISs and align and document which aspects of each project’s work are contributing (or have the potential to contribute) to specific domains of change in the IS theories of change / X (guid-
ance) / X / Program Directors and / Means looking for opportunities for enabling the shift and drawing lessons for future design
A.6 / Review gender analysis framework to be consistent with findings from SII on women’s empowerment and the women’s empowerment impact statement / X / ACD Ps with Habib & women’s IS group
A.7 / Develop mothers matter signature program strategy for CARE Bangladesh explaining link to IS and operationalization strategy / X / Jahangir/Stav
WORKSTREAM B: DEVELOPING AND USING IMPACT MEASUREMENT AND LEARNING SYSTEMS AND STANDARDS
No. / ACTION / MAY / JUN / JUL / AUG / SEP / OCT / NOV / DEC / WHO / COMMENTSB.1 / Form a core team to develop and operationalize CO level learning and impact measurement system and implementing UBORA / PQ Team / complete
B.2 / Identify first cut of indicators for IS impact measurement & learning sys in line with UBORA (inc. all 3 categories and process indicators for program shift) / X / Eliza with support of Ubora Team
B.3 / CO impact measurement & learning sys designed for each IS, and the CO reporting system / X (Xtreme poor) / X (women) / X (urban and D&EC) / UBORA core team / PIKL support; drafts then final
B.4 / Review and test new M&E guidelines developed in FY08 to help project M&E systems link to IS / X / PDs and ACDs / Needs technical assistance
B.5 / CARE BD UBORA guidelines drafted, inc. reporting guidelines and system for reflective practice and internal reporting within CARE from projects/ units/ regions / X / PQ / PIKL support required
B.6 / Update process documentation guidelines for program shift change process / X / PQ
B.7 / UBORA – organizational performance management and learning baseline / X / Check if this is same as the tool just submitted
B.8 / System for periodically measuring impact on our population group at regional level, aggregable for country / X (March 2010) / Requires resources
B.9 / Orientation for all senior staff in Ubora (second half of FY10) / X June 2010
WORKSTREAM C: OPERATIONALIZING AND LEARNING FROM THE PROGRAM APPROACH ON THE GROUND
No. / ACTION / MAY / JUN / JUL / AUG / SEP / OCT / NOV / DEC / WHO / COMMENTSC.1 / Set up Sunamganj (and Rangpur?) pilot plans to operationalize IS and evolve programs in the region (includes process and learning documentation) / PQ and PD / Set up in FY09
C.2 / Construct list of common program resources and opportunities for each region[1], and plans for their development over time / X (format) / X / X / X / X / X / X / PQ/ PD with FOMT/ROMT / Initial list and plan developed in June 2009, and updated periodically
C.3 / Develop program and project development guidance for the program shift / X / PD/PQ
C.4 / Develop UCP, gender, context and power analysis in all the main regions we work in over time, and systematically update it to be able to observe trends (this forms a part of common program resources) / X / X / PD/PQ / Aug. for Northwest; Nov. for haors
C.5 / Conduct livelihood and vulnerability assessment and context analysis in the Southwest / Stav / Consultant for DRR and climate change required. SHOUHARDO funds??
C.6 / Conduct of mapping of other actors in respective regions. / X (guidance) / X / PD/PQ, ROMTs / Aug. for Northwest; Nov. for haors
C.7 / Align all new design decisions related to target group, geography, strategies, approaches / X / X / X / X / X / X / X / X / PD/PQ
C.8 / Develop joint planning processes between projects and units at regional and field office levels / X Guidance for FY10 FOMT/ ROMT / Stav and Yasir
C.9 / Form Impact Statement Groups for the 4 impact statements and provide them with technical and financial support to drive forward, building understanding and draw support to the IS / X (revise TOR) / PQ / Groups formed. TORs need to be revised
C.10 / Review the rationale for the structure and composition of the FOMTs and ROMTs towards aligning with the program shift and the resources needed / X / COMaT / For next COMAT meetingSmall group of PS and program return to July COMAT with updated thinking: Stav and Yasir will convene a group in mid June
C.11 / Review and revise the TORs from the various committees, including the 3 discussed at this workshop Functional review. / X / Stav & Yasir
C.12 / Decide on key positions or functions that need to be created to support the shift, particularly in regions / X / X / Nick and ACDs / Discuss at next COMATThis is also on the agenda for the small group identified in C10
C.13 / Discuss further: The structure and resource base for advocacy supporting the impact statements and where this unit should sit / X / SMT and Faheem / Present plan to COMAT at July meeting
C.14 / Develop operational strategy and outline required resources for taking urban impact statement forward. / X / Faheem and SMT
C.15 / Discuss further: the mechanisms for ensuring that good practices from sectoral or thematic strategies are systematically integrated into new projects and across impact groups (besides just the strategy papers). / X / ACD P with PQ and PD
Include one action on behaviors above?
WORKSTREAM D: REVIEW OF ORGANIZATIONAL SYSTEMS AND PRACTICES TO ENABLE THE SHIFT
No. / ACTION / MAY / JUN / JUL / AUG / SEP / OCT / NOV / DEC / WHO / COMMENTSD.1 / Discuss further: Unpacking the work stream on organizational systems and practices and what can be done
D.2 / Review role, function, structure and plans of HR and make adjustments as needed / X / SMT with HR
D.3 / Develop and implement a local leadership program aligning MDP and local internship programs with this (This includes clarity on 2-3 competencies that are vital for exercising leadership towards the program shift and promoting core values) / X / HR; C-USA Fellow
D.4 / Orientation program for new and existing staff developed in support of the shift / X / GM HR
D.5 / Make changes in our recruitment practice to make it easier to pay attention to talent management and retention of key staff / X / GM HR
D.6 / Review performance mgt sys and modify as appropriate to support program shift (draw from other workstreams) / X / COMAT
D.7 / Identify gaps in skills and competencies at various levels for the program shift, and incorporate plans to address them (particularly identify resources and capacity building required at the regional level) / X / GM HR
D.8 / Identify and change key JDs (in phases) / X / X / X / X / X / X / COMAT
D.9 / Review program support functions and systems to provide adequate support for the program shift for all locations, ensuring full compliance, efficiency and cost-effectiveness. / X / Yasir
D.10 / Review the roles of the Program Quality Unit and the Program Development Unit for clarity / X / Andrea / Stav with PQ and PD
D.11 / Review delegation of authority in support of the shift / X / ACDs
D.12 / Outline potential risks created by program shift and plans to manage them / Head of Risk Assessment
D.13 / Review existing structure and outline future structure in support of the program shift (will become operational over FY10 and FY11) / X Prelim thoughts / X / CD / ACDs / Assistance from RMU
D.14 / Put in place improved system for contract management to ensure accountability and agility in managing resources / X / CD / ACDs / TA for systems review and risk assessment
D.15 / Review and link CARE BD Emergency Preparedness Plan to IS framework / X / Stav
D.16 / Review design guidelines draft, revise and pre-test / X / ACD-Ps with PQ and PD
D.17 / Create a learning environment where questioning and dialogue is appreciated and rewarded / X / X / X / X / X / X / X / COMAT / Accountable thru perf mgt sys
D.18 / Put in place incentive system to encourage creative thinking in FOs to change work practice and behaviors in support of the shift / X / COMAT
WORKSTREAM E: RESOURCING STRATEGIES – TRANSITION AND MEDIUM TERM
No. / ACTION / MAY / JUN / JUL / AUG / SEP / OCT / NOV / DEC / WHO / COMMENTSE.1 / Draft short term and medium term resourcing strategy (inc. influencing strategy for increased flexible funds) / X / X / SMT, PQ, PD / Aligned with IS scaling up strategies?
E.2 / Review resource management policies across the organization to optimize the use of resources / X / COMAT
E.3 / Review, revise and adopt go / no-go decision making process / X / ACDs / See draft design guidelines
E.4 / Ensure strategic and efficient use of unrestricted funds to promote the program shift / X / X / ACDs
E.5 / Develop plan for strategic conversations with current and potential donor base and assign responsibilities / X / ACDs
WORKSTREAM F: DEVELOPING PURPOSEFUL RELATIONSHIPS
No. / ACTION / MAY / JUN / JUL / AUG / SEP / OCT / NOV / DEC / WHO / COMMENTSF.1 / Narrow down PNGOs for strategic, long term partnerships / X / Stav
F.2 / Identify most important relationships to cultivate at Dhaka and regional levels, Asia, and global (NGOs, networks, donors, peers, CI members, government, private sector) / X
F.3 / Review and edit relevant job descriptions to reflect responsibility for, and expectations of, relationship management / X
F.4 / Develop relationship building strategy for all important relationships, including extent to which conversations around IS are held / X
F.5 / Identify capacity building needs in relation to developing purposeful relationships / X
F.6 / Ensure budgets are aligned with purposeful relationship building plans / X
F.7 / Evaluate progress and effectiveness through CO measurement & learning system / X / UBORA working Group
WORKSTREAM G: SHIFTING OUR IDENTITY
No. / ACTION / MAY / JUN / JUL / AUG / SEP / OCT / NOV / DEC / WHO / COMMENTSG.1 / Recommit to our core values and programming principles / X / ALL / At next COMAT discuss how we action this
G.2 / Identify pinpointed behaviors in support of the shift and a plan to promote these behaviors / X
G.3 / Define future identity, taking into account history, comparative advantage, and CB mission, impact visions and strategic directions / COMAT / Articulate in January 2010
G.4 / Identify and understand key audiences relevant for projecting CARE’s identity / COMAT / January 2010
G.5 / Put in place incentive system to promote behaviors that help staff represent the organization first before individual projects and units / X / COMAT, implemented by HR
G.6 / Develop clear and consistent messages that staff can use with various audiences / COMAT / January 2010
G.7 / Identify means and activities to promote the new identity; inc. in plans along with who is responsible to develop them / COMAT / Second half FY10
G.8 / Put in place a system to measure effectiveness of work to shift our identity / COMAT / Second half of FY10
WORKSTREAM H: INTERNAL AND EXTERNAL CHANGE COMMUNICATION
No. / ACTION / MAY / JUN / JUL / AUG / SEP / OCT / NOV / DEC / WHO / COMMENTSH.1 / Discuss further: Develop feedback mechanism to invite feedback on impact of compliance drive on programs an program shift, and find solutions to address problems / X / Yasir
H.2 / Take responsibility to read the eight characteristics of a program and impact statement papers and offer a Question-Answer session with their own Unit or team or opportunity for this. / X / All COMAT members
H.3 / Take specific steps to make space in people’s work days to prioritize the work to enable our shift to a program approach (demonstrate this in the way that we do things – not specific activities) / X / X / X / X / X / X / X / ALL / Discuss at COMAT
H.4 / Organize orientations/ updates in each field office to introduce people to the TOCs / X / X / X / X / X / X / X / COMAT members
H.5 / Prepare and disseminate user-friendly Bangla version of IS documents / X / X / PQ with IS groups
H.6 / Develop external communications strategy along with guidelines and systems for accountability / ?? / By March 2010?
H.7 / Ensure all external communications are updated to reflect the impact statements / Simple
Guidance to all projects / Website
June 1, 2009May 23, 2009
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[1] Common program resources refer to analysis (context, UCP, gender and power); capacity building opportunities; program evolution plans that are relevant to that region that all program staff need to be aware of and have access to. This also includes data compiled for the region as part of Ubora.