SII Knowledge Product Consultations - Synthesis

SII Knowledge-Sharing Products: Stakeholder Consultation feedback 1

ALL: Recognize that much of this goes beyond the mandate/capacity of the SII – and so urge us to identify from the list what we can deliver, and what others can deliver!

Stakeholder Processes underway Desired product types and focus Beyond products type Country office  Technical coaching (basic  Short/clear overviews of what the SII was, what  Translation!!! (3 COs, 8 staff) orientation on Program Quality makes it unique, and its key messages for CARE  Public accessibility/easy-to- frameworks, guidelines, good and aid (orientation for staff, externals) share resources, well organized practices, and interactive  Analytic summaries of the diverse methods used website. exercises for staff to begin to in the SII’s 3 phases, and lessons on  Use visual cues and think of these in their own designing/conducting to design good participatory frameworks as well as text. projects) impact research  Hands-on support to COs in  Adaptive coaching (in-the-  Clear/reformulated statement of WE framework, working with tools in a process field situational based on SII lessons of organizational responsiveness,  Simple, Quick guides, like “Women’s learning/change troubleshooting, learning) Empowerment for Dummies” eg: Do’s and don’ts of  Rededication to staff  Building staff understanding women’s empowerment, True and false development and of gender/power dynamics in assumptions in WE. transformational learning their own lives and  Documentation of CO cases in empowerment towards social change agency organization, and exploring work that focus on “how” – what was done, why,  Start at the roots – CO gender/power dynamic of how did choices turn out, what were the factors… strategic plan needs to have program populations  Specific guidance on program design: coherent theory of change for  Context/UCP analyses, o gender/power analysis & empowerment, and from there, including external differentiation of women COs are better able to negotiate stakeholders and activists to o Selecting hi-leverage strategies for with donors and with CI position CARE interventions the given context/change paths members to align project within broader change o Strategies for engaging women’s initiatives and capacity-building coalition popular/social movements with TOC and strategic goals.  Local efforts to develop o Relevant impact indicators, tools and  Help shape the Signature minimum standards for lessons to link local and global impact measures Programs’ empowerment gender/empowerment in o More thematic foci, for example approaches – AA and MM programs, and training Women’s Empowerment and: policy; socio-  Bring things together “at process to ensure economic discrimination; socio-cultural attitudes central level” – so that COs have understanding and adherence and behaviors (marriage, dowry, children, GBV); simpler and more unified  Design of programs – some change in male behaviors; advocacy and guidance that is still at CARE’s sector/HC based, some lobbying; emergency contexts; governance cutting edge. gender/SP-based – but all structures (CBOs, civil society)  Clarify for CARE, what are the needing guidance on  Pieces that showcase innovativeness and organizational choices WE empowerment strategies and requires, given that it’s SII Knowledge-Sharing Products: Stakeholder Consultation feedback 2

impact assessment. integrity of SII experience to raise CARE’s profile becoming our main identity? and credibility in leading programmatic coalitions  Women’s empowerment  Pieces using SII evidence to persuade knowledge sharing strategy and donors/policy-makers to change events based on CO demands and needs SII Knowledge-Sharing Products: Stakeholder Consultation feedback 3

Regional PQ  Regional PQ working  Evidence-based presentations of key arguments,  Varying vision of how to (3 regions, 5 groups or leadership teams for case-making purposes (docs, ppts, etc) approach a regional staff) as hubs for pushing  Simple to understand/apply Lo-bar and hi-bar empowerment/gender strategy – knowledge/skills/ideas out to project and program analysis/design tools but generally note a lack of all COs. (analysis tools, design checklists, indicators, analysis of regional policy/legal  All 3 regions working to reflective monitoring/learning processes à la SRH impediments, regional develop regional program Social analysis tools). Some specific asks stakeholders and agendas, and strategies, to engage regional o Engaging men CARE’s regional relevance and actors and address cross- o Solidarity groups value added in gender work. border issues o Conflict/crisis  Please link with other CI  Many projects being o Reproductive health and violence members for coherence at churned out, some better  What women’s empowerment means for each region level – eg, ECARMU designed than most specific region in the context of specific sectors Norway and Austria effort to  Quality control on UCP and (practical entry points). develop regional gender contextual analyses that don’t  Specific interest in solidarity group strategies, approach. hit gender issues squarely working with men/elites  TURNOVER is a huge issue –  Advocacy/education with  Guidance on how to use resources – knowledge hard to get beyond the basics, regional donors and doesn’t just enact itself – need either documents or constant loss of key learning institutions around program processes to walk people through application of and talent. approaches to address guidance in diverse contexts they will face. “hands-  DRDs-PQ feel a limited ability women’s empowerment on” TA that might include distance review of to engage the OD issues so documents, or coming out and working a process. central to effective WE work, but 2 of 3 seek support and leadership to renew the management culture of commitment to quality, to rigor, to rights. C/USA HQ  Fostering programmatic  Compelling case statement for our programmatic  Tend to rely today on outside PQ/Policy/SigPro designs in supported COs, approach and women’s empowerment ideas – lay research to justify our claims. g including clearer TOCs, out the argument for what we have learned, justify Need to begin using self- (3 units, 5 staff, 1 impact group analysis. our claims to leadership role with rigorous, generated, rigorous research. pending) Investing in COs that the intelligent lessons  Don’t see much value in sector can learn from.  “how to structure an impact inquiry” – concrete listservs if there’s no real  Learning across projects, guidance and discussion of the tradeoffs we make engagement or learning practitioner-focused guidance in different research design choices, how to make leadership. Value from sector standpoint. these choices more intelligently. discussion/face-to-face more  Not sure where PQ will pick  COs will find direct program design guidance than email lists. up Colin Beckwith’s technical most useful, most quickly standards work SII Knowledge-Sharing Products: Stakeholder Consultation feedback 4

 Building analytic/impact measurement capacity in sector  Positioning CARE as a coalition leader (intellectual capital) C/I member  New multi-country program  Research summaries for countries we support  Ready/public accessibility is (2 members) on Women’s and Girls  Quantitative data, esp on empowerment effects key (web-based) Empowerment. Tie-in with the of VSL, to balance qualitative  continuous "mechanism" for p-shift processes in COs, with  All proposed Tier 2/3 tools of interest, esp for staff capacity building and coherent M&E frame. COs at design appraisal stage internalisation of gender  Cross-cutting focus on  Advocacy agendas (substantive) and strategies analysis at all levels of engaging men, thematic foci of (process) for women’s empowerment organisation. women’s economic  Impact research lessons/guidance empowerment, women’s participation/decision-making, sexual and reproductive health and gender based violence.  Program quality framework across program cycle  Small-grants scheme on signature themes (incl WE?)  Thematic post-evaluations – building on SII, and fill gaps  Evolution and implementation of CI Gender policy and program standards. C/USA  Greater engagement in  Material/briefs that highlight empirical evidence of  Constant struggle to make the Mkting/Fund- proposal development, based CARE’s lessons/know-how on long-term impact case for more nuanced raising/Comm’s on shared criteria of program  Updated white paper on women’s empowerment understanding and presentation (6 staff) quality and strategic focus  Review marketing materials for SII messages of what women’s empowerment (Foundations) (but note that this is just the back-end, and better requires, in our M&C. Need  SigProg marketing briefs to ensure that the program side is integrating WE help in orienting M&C staff,  Care.org redesign – early on that end.) “building the ground troops” stages but will break from  “toolbox” of resources that address everything: ready to take this message sector/Geog. Focus, more o Glossary of terms (i.e., GBV = forward. thematic. SGBV?)  Products written for “external”  Large foundation cultivation o indicators and monitoring systems, audiences generally more on gender/power programs o impact-focused strategies/designs useful than internally-focused (Gates, Novo) o evidence-based case-making briefs, (and CARE staff can learn from SII Knowledge-Sharing Products: Stakeholder Consultation feedback 5

 Building a database of for advocacy (donor and specific policy- them too). capacity statements and change like PEPFAR pledge shared resources for quick o human interest stories. access in proposal dvpt.

C/USA Strategic  HR is crafting a new GED  SII findings on the management profiles,  Need approaches that Staffing strategy for organizational practices, and incentives that lead to higher/lower recognize how our own staff are (1 staff, 2 change. impact on WE subjected to gender/power pending)  Management competencies  Content material that is clear, compelling, easy- dynamics – violence, stigma, – what are the specific to-facilitate and cross-cultural on key lessons from voicelessness. How do we tap behaviors and practices the SII. Especially: understanding women’s into staff’s lived experiences, needed for break-through empowerment in real life terms, key lessons about support them in confronting, and leadership on WE? the strategies and policies that promote women’s thereby build inner strength to do  Orientation programs for all empowerment. this work in society? levels, that highlight CARE  Orientation/staff development lessons from SII core values, strategy, team member experiences of growth/learning in the approaches – including research – models/processes of experiential, critical women’s empowerment learning.  Project management – unify  Orientation models being built in COs (and in and rationalize competing Fellowship Program) that integrate SII lessons in approaches to goal- staff induction. achievement (programmatic  Project management: – highlight how and more generally) gender/power impacts can be safeguarded through choices made in how we manage our work.