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CPRs and Sub-Regional Reviews in ECSA

A 'live' update and status summary of all current CI presence review processes in the ECSA region. Click to zoom in to a country or sub-region. See comments below for update history.
by

Matt Bannerman

on 17 March 2016

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Transcript of CPRs and Sub-Regional Reviews in ECSA

 Frame the review process in a brief proposal, & identify teams
 Identify key resources & milestones
 Analyze data & draft CPR Report
 Review and finalize CPR report
 Get approval for the way forward
 Develop detailed implementation plan
Tanzania Country Presence Review
Steering Committee Members
:
Nanna Callissen Bang, CARE Denmark; Daniel Seller, CARE Austria; Emma Naylor Ngugi, ECSA; Caroline Saint-Mieux, CEG; Paul Daniels and Edson Nyingi, CARE Tanzania; Matt Bannerman, ECSA (chair)
Review Team Lead
:
Paul Daniels
STATUS
:
PEOPLE
:
CPR approved by CARE USA EMT October 2014. Business planning underway - new Wezesha Strategy launched (see video at right).
LATEST
:
Minerva Folder: http://minerva.care.ca/Livelink1/livelink.exe?func=ll&objId=3861555&objAction=browse&viewType=1
INFO
:
 Frame the review process in a brief proposal, & identify teams
 Identify key resources & milestones
 Analyze data & draft CPR Report

Review and finalize CPR report
 Get approval for the way forward
 Develop detailed implementation plan
Sudan Country Presence Review
Steering Committee Members
:
Merlijn van Waas, CARE Netherlands, Zia Choudhury, CIS Sudan: Daw Mohamed, CARE Yemen; Matt Bannerman, ECSA (Chair); Caroline Saint-Mleux, CEG; Emma Naylor-Ngugi, ECSA
Review Team Lead
:
Zia Choudury
STATUS
:
PEOPLE
:
LATEST
:
Minerva Folder: http://minerva.care.ca/Livelink1/livelink.exe?func=ll&objId=3862054&objAction=browse&viewType=1
 Frame the review process in a brief proposal, & identify teams
 Identify key resources & milestones
 Analyze data & draft CPR Report
 Review and finalize CPR report
 Get approval for the way forward

Develop detailed implementation plan

Malawi Country Presence Review
Steering Committee Members
:
Allison Burden, ESCA (Chair); Richard Paterson, CARE Canada; John Hoare, CEG; Raymond Mudalige, CARE Australia; Matt Bannerman, ECSA; Dennis O'Brien, CARE Zambia; Billy Molosoni and Michael Rewald, CARE Malawi
Review Team Lead
:
Michael Rewald
STATUS
:
PEOPLE
:
LATEST
:
Minerva Folder: http://minerva.care.ca/Livelink1/livelink.exe?func=ll&objId=3863424&objAction=browse&viewType=1
INFO
:
 Frame the review process in a brief proposal, & identify teams
 Identify key resources & milestones
 Analyze data & draft CPR Report
 Review and finalize CPR report
 Get approval for the way forward
 Develop detailed implementation plan
Madagascar Country Presence Review
Steering Committee Members
:

Review Team Lead
:

STATUS
:
PEOPLE
:
LATEST
:
Minerva Folder: http://minerva.care.ca/livelink1/livelink.exe?func=ll&objId=3862529&objAction=browse&viewType=1
INFO
:
INFO
:
 Frame the review process in a brief proposal, & identify teams
 Identify key resources & milestones
 Analyze data & draft CPR Report
 Review and finalize CPR report
 Get approval for the way forward
 Develop detailed implementation plan
Zimbabwe Country Presence Review
Steering Committee Members
:

Review Team Lead
:

STATUS
:
PEOPLE
:
LATEST
:
Minerva Folder:
INFO
:
 Frame the review process in a brief proposal, & identify teams
 Identify key resources & milestones
 Analyze data & draft CPR Report
 Review and finalize CPR report
 Get approval for the way forward
 Develop detailed implementation plan
Southern Africa Sub-Regional Review
Steering Committee Members
: Lisbeth Moller, CARE Denmark (Chair); Michelle Carter, ECSA; Andrea Lindores, CARE Canada; Michael Rewald, CARE Malawi; Matt Bannerman, ECSA; Heather van Sice, CEG
STATUS
:
PEOPLE
:
LATEST
:
Minerva Folder: http://minerva.care.ca/livelink1/livelink.exe?func=ll&objId=3862344&objAction=browse&viewType=1
INFO
:
 Frame the review process in a brief proposal, & identify teams
 Identify key resources & milestones
 Analyze data & draft CPR Report
 Review and finalize CPR report
 Get approval for the way forward
 Develop detailed implementation plan
Great Lakes Sub-Regional Review
Steering Committee Members
:
Michelle Carter, Burundi; Navaraj Gyawali, Rwanda; Yawo Douvon, DRC; James Bot, Uganda; Afurika Juvenal, ECSA, Carol Ngugi, ECSA; John Plastow, CARE UK; Lisbeth Moller, CARE Denmark; Christel Bultman, CARE Netherlands
Review Team Lead:
Bonaventure Wakana, Consultant
STATUS
:
PEOPLE
:
LATEST
:
Minerva Folder: http://minerva.care.ca/Livelink1/livelink.exe?func=ll&objId=2091904&objAction=browse&viewType=1
INFO
:
Recommendations endorsed by CARE USA EMT January 2013.
18 months on, 're-visioning' exercise currently underway to review progress in change process, led by Cecily Bryant, MDRD Great Lakes
Recommendations reviewed by CI POC November 2014. Approved by CARE USA EMT November 2014.
CARE International
Country and Sub-Regional Presence Reviews

East, Central and Southern Africa
Status:
September 2015

Findings reviewed by POC and approved by CARE USA EMT. Request for additional funding to support transition still pending.

• Review team& Steering Group identified.Steering Group TORs drafted.
• Brief proposal for processdrafted, including map and identification of key questions.
• Steering Group TORs and proposal finalized and approved by LM.
• Outline of budget requirements.
• Consideration of changemanagement factors, including communication plan.
• Learning captured and progress communicated

Step 1: Frame the review process in a brief proposal, & identify teams

• Secondary data gathered
• Key stakeholders identified
• Key resources identified and secured, including consultants.
• Key milestones identified and planned.
• Learning captured and progress communicated


Step 2: Identify key resources & milestones

• Data collected & analyzed
• Key stakeholders consulted, including LM and CMPs.
• Consultation (face-to-face, if appropriate) to weigh options and develop recommendations
• Identification of change management factors
• Report drafted, including initial business plan and indicative implementation plan including roles and responsibilities, in template format.
• CMPs clarify how they will realign in support.
• Learning captured and progress communicated
Step 3: Analyze data & draft CPR Report

• Draft report in standard format submitted to POC Sub-group for review and comment.
• POC Sub-group reviews and feeds back; and decides whether report goes to Excom for decision or for information
• Report revised as necessary
• Presentation to LM EMT scheduled
• Secretariat & LM estimate when Excom will receive report.
• Learning captured and progress communicated
Step 4: Review and finalize CPR report

• Revised report submitted to LM EMT for review and approval
• LM EMT reviews, comments, challenges, brokers (as necessary)
• Report finalized
• LM approves
• Final report to Secretariat for submission to Excom(for information or approval, depending on the nature of the recommendations)
• Learning captured and progress communicated
• Docs posted on Minerva CPR Workspace
Step 5: Get approval for the way forward

• Detailed change management and implementation plan based on outcomes of review process.
• Costed business plan
• An M&E framework that includes clear success indicators with time frames (what success will look like at what point).
• Action plans with resources and accountabilities.

Step 6: Develop detailed implementation plan
How does a CPR work? What is the process, and what are the steps?
This panel gives a short summary of the CPR rationale and process, taken from the
CI Presence Reviews Guidance Note.

Read the full document

on Minerva here: http://minerva.care.ca/Livelink1/livelink.exe?func=ll&objId=3395225&objAction=browse

The drivers for reviewing and changing CI’s global presence and role were agreed as follows:

To achieve increased relevance and legitimacy in a world where political, social and economic realities are evolving rapidly;
To align CI’s collective resources more sharply behind chosen priorities, rather than spreading them thinly and diluting their effect;
To allocate limited flexible resources more smartly for greater impact; and
To develop ways to expand the nature of the organizational resource base.

A CPR challenges the assumption that CI is always relevant in its present form and role. It asks whether and why CI should maintain presence in a given context, what its added value is and what role an international NGO should play in a given context in order to be impactful. It asks why CI should invest precious resources in maintaining a presence in a given location and how it can be more efficient and effective. And it asks the review team to put forward a considered case for a programmatic logic and vision,and costed recommendations for the organizational form, capabilities and operations CI will need.

What is the purpose of a CPR?
What are the main steps in the process?
 Frame the review process in a brief proposal, & identify teams
 Identify key resources & milestones
 Analyze data & draft CPR Report
 Review and finalize CPR report
 Get approval for the way forward
 Develop detailed implementation plan
Ethiopia, Kenya, Somalia: Horn of Africa
Steering Committee Members
:
John Plastow, CARE UK (chair); Bogdan Dumitru, CARE Kenya; Iman Abdullahi, CARE Somalia; Garth Van't Hul, CARE Ethiopia; Andrea Lindores, CARE Canada; Matt Bannerman, CARE USA/ECSA; Joke Langbroek, CARE Netherlands; Peter Runge, CARE DeLux; Caroline Saint-Mleux, CEG
Review Team Leads
:
Garth Van't Hul, Andrea Lindores
STATUS
:
PEOPLE
:
LATEST
:
Minerva Folder: http://minerva.care.ca/Livelink1/livelink.exe?func=ll&objId=3860664&objAction=browse&viewType=1
INFO
:
Steering Committee established
Review Team leads developing Proposal for SC review
LATEST
:
INFO
:
Recommendations for collaborative sub-regional focus on FNS/CCR presented to CI POC and well received. Awaiting approval from Lead Member EMTs
In future, to achieve greater relevance and legitimacy, CARE’s role in Sudan will be focused on:
continuing for 3-5 years as a significant humanitarian response provider
, as well as diversifying and expanding programmes to
address more structural causes of poverty and injustice
.

Over 5-10 years, we recommend that CARE transition to become a
largely non-operational agency
in Sudan, working with partners to deliver quality humanitarian assistance in accordance with the CARE International Humanitarian Strategy, as well as addressing the drivers of poverty and injustice in alignment with the CI 2020 Program Strategy, mainly through
conflict reduction
, promoting
inclusive governance
and strengthening
resilience to climate change
.

CARE’s impact group will remain women and girls, and our work will primarily be around
supporting and connecting the work of civil society
and formal development agents both inside Sudan, across the region and globally.
What did the CPR recommend?
The priority for CARE in the Southern Africa region will be
Food & Nutrition Security and Climate Change Resilience
. It will build on the
SuPER approach
(Sustainable, Productive, Equitable and Resilient) for gender equitable smallholder agriculture in a changing climate.

The focus will be on generating a shared approach (building on SuPER), a
shared learning and knowledge management
agenda and plan, a
common resource mobilization strategy
, and a
sub-regional influencing agenda
, working closely with key regional civil society and academic partners.

The process will be led by a
Southern Africa Leadership Team
, with participation from across CMPs and COs and global/regional initiatives working in the sub-region (such as CEG or ACRES), together with a more operational
Technical Team
.

What did the CPR recommend?
In the future, to achieve greater relevance and quality, CARE‘s role in Madagascar will focus on
building the capacity of local civil society organizations
in the program areas where CARE Madagascar is recognized as a leading actor and can bring added value:
food security
and preparation and
emergency response/resilience
, and the two cross cutting themes of
governance
and
gender
.

To achieve greater legitimacy, CARE Madagascar proposes to
transform into a local NGO
within the CARE network, but will need a three (3)-year period (after FY16) to make this transition and proposes to remain an INGO
under the leadership of CARE France
.

This transition will allow CARE Madagascar to
develop key strategic alliances
, to strengthen the necessary competencies and its financial portfolio, and to
build its local governance
through the constitution of a strong local board.


What did the CPR recommend?
CARE will continue to focus in Malawi on the empowerment of women and adolescent girls and work in the areas of education, food and nutrition security and sexual, reproductive and maternal health (SRMH), but its
role, way of working and structure will evolve
over the coming years.

CARE will move from an organization whose primary role is that of a project implementer, to one whose role will be a
convener
and an
advocate
, as well as an implementer. Over the coming five years CARE Malawi will continue to undertake development projects that promote the empowerment of women and adolescent girls, but it will reduce its involvement in direct project implementation to a
maximum of 40% of its portfolio
.

It is anticipated that over the medium to long term (8 - 15 years) CARE will continue to reduce its level of direct implementation until a time when
all community level implementation will be carried out by partners
.


What did the CPR recommend?
CARE’s relevance and impact will be increased by a long term shift away from directly implemented service delivery functions and towards role of facilitator, networker, alliance member, coalition and capacity builder, action researcher, evidence generator, policy analyst, and advocate, working mainly through partnerships and long-term strategic alliances with selected local and international organizations who share our vision of change in Tanzania.

CARE’s future programming in Tanzania should focus on (i) women’s empowerment and gender equality; and (ii) climate change adaptation and increased resilience. We recommend that CARE’s future work gradually shifts towards policy analysis, advocacy, capacity development and alliance building and networking, with a focus on women’s empowerment and climate change adaptation, progressively building our expertise and credibility as a partner of choice in these areas.
What did the CPR recommend?
"...transition to largely non-operational...
supporting and connecting civil society..."
"...working mainly through partnerships and long-term strategic alliances..."
"...role will be a convener and an advocate, as well as an implementer..."
"...focus on building the capacity of local CSOs...transform into a local NGO"
"...priority will be Food & Nutrition Security and Climate Change Resilience...build on the SuPER approach..."
CARE’s role in the Great Lakes will be focused on:
• Focus on and investment in
developing solutions and modelling good practice
, needing the adoption of a re-conceptualized partnership model.
• Contributing to broader social movements and
engaging more on policy and advocacy
through network and coalition building.
• Investment in
long term capacity building
of local institutions building (LNGOs, governments, social entrepreneurs) and strategically supporting their agenda as part of the larger agenda of local ownership and transformational impact
• Phase out and/or no further investment in direct ‘’hard’’ community work or service unless clearly justified (e.g. humanitarian response).
• Seek and act on opportunities to
develop multi-country and / or cross-border programming
where the analysis indicates that this will influence key drivers of change.
• Retain and further develop resilience programming and humanitarian response capacity but do so with the above approaches in mind.
What did the CPR recommend?
"...engaging more on policy and advocacy...
multi-country and/or cross-border programming..."
Full transcript