CARE DANMARK
STRATEGY 2014-2017
PART 1 : PROGRAMME STRATEGY
PART 2 : PUBLIC SUPPORT AND COMMUNICATION
STRATEGY
GUIDE TO ASSESSORS
STRATEGY 2014-2017
Part 1: Programme Strategy: corresponds to the Resource Allocation Model (RAM) assessment area related to Strategic Focus & Goals
and Logic of Interventions, standards 1-8, as well as standard 19 under the Strategic Financing for Sustainability assessment area, and
standard 23-24 from the Role as Danish Civil Society Organisation assessment area.
Part 2: Public Support and Communication Strategy: corresponds to standard 22 (under Role as Danish Civil Society Organisation)
RESULTS REPORT 2010-2013
Part 1: Programme Results: This section covers RAM standards in relation to evidence of change, standard 9 through to 20, as well as
standard no. 23 and 24 related to policy development and influence in Denmark and global engagement beyond Denmark.
It focuses on overall developments and achievements that have been obtained by CARE Danmark in its international work, through the
different CARE country programmes and as part of CARE’s organisational development and strategic consolidation of programmes during
the reporting period.
Programmatic results are reported on for each of the three Domains of Change comprising the CARE Danmark theory of change. The
domains correspond to different aspects of the human rights-based approach to programming, standard no. 12. It should be noted that the
domains have been slightly modified in the CARE Danmark strategy (2014-2017), while the results report is consistent with the previously
defined domains of change.
Moreover, results from new ways of working in mutual partnerships and advances in relation to harmonization, alignment and innovation
are reported on in this section. Finally, the approach to assessing value for money and tracking the value addition of CARE Danmark are
included in this report.
Part 1: Public Support and Communication Results: This section covers standard 22 in the Danida RAM model related to the role of
CARE Danmark as a Danish CSO.
It should be noted that the Strategy and Results Report can be read as separate documents in their own right, although cross-references
between the parts occur. This had led to a few repetitions, especially as regards the theory of change and monitoring system.
The introduction to the budget covers standard 21 on Framework Organisations’ own funding, and evidence to support this standard can
also be found in the financial reporting (regarding funding diversification), as well as in the value for money section (in the Results Report),
regarding cost efficiency.
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CARE DANMARK
STRATEGY 2014 - 2017
LIST OF ACRONYMS
ALP Adaptation and Learning Programme (CARE Danmark Programme in Ghana, Kenya, Mozambique and Niger)
CBO
CI
COP
CSO
CSR
DEO
ECOWAS
EU
EU-ACP
FAPIM
GIRAF
IIED
INGO
iSEE
JESE
NGO
ODA
PACT
PECCN
RAM
REDD
REDD+ SES
UN
UNAC
UPR
VDCs
VfM
VSLA
WACAM
WWF
Community-Based Organisation
CARE International
Conference of the Parties
Civil Society Organisation
Corporate Social Responsibility
Demokrati i Europa Oplysningsforbundet
Economic Community of West African States
European Union
Joint Parliament Assembly European Union - Africa Caribbean Pacific
Forestry and Agriculture Program in Mozambique
Governance Initiatives for Rights and Accountability in Forest Governance
International Institute for Environment and Development
International Non-Governmental Organisation
Institute for Studies of Society, Economics and Environment
Joint Effort to Save the Environment
Non-Governmental Organisation
Official Development Assistance
Partnership and Alliance in Civil Society for Right to Land and Nature’s Resources
Poverty Environment and Climate Change Network
Resource Allocation Model
Reducing Emissions from Deforestation and Forest Degradation
REDD+ Social and Environmental Standards
United Nations
União Nacional de Camponesas
Universal Periodic Review
Village Development Committees
Value for Money
Village Saving and Loan Association
Wassa Association of Communities Affected by Mining
World Wide Fund for Nature
CARE DANMARK
STRATEGY 2014 - 2017
3
PART - 1
PROGRAMME STRATEGY
2014 - 2017
SUMMARY OF PROGRAMME
STRATEGY 2014-2017
The programme strategy sets out the direction and objectives for CARE Danmark’s programming in line with the CARE Danmark Vision
2020. The programme strategy is well aligned with the new CARE International 2020 programme strategy, which outlines CARE’s
approach to fighting gender inequality, promoting inclusive governance, increasing resilience and reducing risk. The CARE Danmark programme contributes directly to achieving the CARE International 2020 impact goals, namely those related to increasing food and nutrition
security for vulnerable people and increase their control over economic resources including land.
The programme strategy is an elaboration of the CARE Danmark programme policy from 2012 and reflects the overall strategic shift
in the programmes towards working with strategic partners and aligning with their strategic plans within a rights-based frame.
The strategy confirms a commitment to a human rights based approach, and CARE Danmark commits to linking its programming more
to the normative human rights frameworks and to helping partners to hold governments accountable for human rights violations.
The strategy consolidates CARE Danmark’s focus on the Right to Food as the overarching programmatic and advocacy theme. This is
unfolded in three thematic areas: (1) access and rights to land, 2) sustainable markets and 3) climate justice and adaptation
to climate change comprising important aspects of the right to food realization, which also mirror our core areas of expertise.
The programme strategy outlines our civil society Theory of Change and how we see our influence and value addition in change processes in partnership with civil society organisations in the south and allies in Denmark and internationally.
DOMAIN 1
CSO mobilize
citizens for action
DOMAIN 2
CSOs are
well-governed and
representative, legitimate voices of
the impact groups
DOMAIN 3
CSOs are
effectively influencing
policies and practices
People who
are poor
and dependent
on natural
resources are able to
realize their right to
food
The impact groups for the CARE Danmark programme are people who are poor, marginalised and dependent on natural resources.
These include smallholder farmers, pastoralists and landless people often from ethnic minority groups.
Measurable objectives have been set for all strategic areas at CARE Danmark, partner and impact group level mirroring our sphere of
control, direct and indirect influence. A summary table of objectives is annexed to the strategy.
Finally, the strategy outlines the CARE Danmark approach to assessing Value for Money and our commitment to managing, comparing
and demonstrating value for money in the strategy period at different levels in our organisation and our programme.
CARE DANMARK
STRATEGY 2014 - 2017
5
CARE is linking small scale farmers
in Kenya to global value chains.
Photo: ©CARE International
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CARE DANMARK
2014 - 2017
©
PhotoSTRATEGY
CARE Danmark
1. THE WORLD AROUND US
1.1. Global trends
CARE is operating in a rapidly changing global context, and we
have taken account of a number of global trends in our strategic
choice of intervention.
Former north and south relations are changing in an increasingly multi polar world with power shifting to the BRIC countries
and other fast growing developing economies while the influence of
the OECD countries is diminishing. The role of official development
assistance (ODA) is reducing with this trend and as compared to
foreign investments and remittances in aid receiving countries. On
the positive side, the decline of the importance of ODA is associated with increased interest in and focus on other flows of resources
and the barriers that hamper them, such as taxation of multinational corporations, expatriation of profits, remittances from overseas
citizens, conditions of trade and trade policies, and foreign direct
investments.
While this brings new opportunities for developing economies, there are also some concerns from a human rights and democracy
perspective. As many governments become less dependent on
ODA with its conditions for democratic development, respect for
human rights and transparency, it becomes relatively easier to ignore these agendas and in some cases restrict civil society organisations fighting for the same. Related to this is an on-going trend
of governments restricting the space for civil society to operate
particularly those who challenge power structures and status quo.
While civil society organisations continue to form, grow and
become stronger and more capable in many countries, a number
of laws and bills to regulate them have continued to proliferate
around the world. This is critically impacting the ability of civil society in multiple regions to express, associate and assemble as well
as access resources (CIVICUS 2013). Organisations working rights
based are increasingly facing restrictions and barriers in the countries where they operate. The shrinking space does not make it less
relevant for INGOs including CARE to work rights based and support organisations fighting for human rights realization and justice,
on the contrary; but it does require careful considerations about
how we communicate our work, especially in front of governments
in the countries where we work to avoid jeopardizing the safety of
our staff and partners and our ability to operate in countries.
Another related trend is that ODA is increasingly changing focus
and being used as an instrument to promote expansion of
markets (export promotion) and investment opportunities (Knud
Vilby 2014) in the aftermath of the financial crisis. This focus on
export to developing countries is sometimes coupled with and at
other times countered by a focus on markets as a tool for alleviating poverty. Policy decision makers and development practitioners
in the north and in the south are increasingly seeing businesses,
investors and consumers as key to reducing poverty and creating
jobs. While CARE recognizes the potential for markets and investments to reduce poverty, we are also aware that they do not automatically benefit the poorest and most marginalized. Therefore,
CARE and partners will perform a watch dog role and lobby for a
focus on poverty reduction in bilateral aid and for corporations to
respect human rights, social and environmental standards while
also demonstrating models for how markets can benefit the poorest segments.
Poverty trends are changing and from 1990 to 2010 the number
of poor people living under 1,25 USD a day fell from 1.9 billion to
1.2 billion. Most of the absolute poor today do not live in the least
developed countries but in middle-income countries, however, that
is likely to change again over the next decade. While an increasing number of developing countries experiences economic growth
and decreasing poverty rates, on the other hand, a group of failed
states and territories are experiencing declining living conditions
overall and especially for the already poor (DCA 2014). Lack of redistribution from rich to poor as economies grow causes increased
inequality in developing and middle income countries.
Urbanisation is another mega trend across Africa and Asia. Uncontrolled city growth and lack of urban planning leave large numbers of people without access to basic services and formal governance structures. The population in the least developed countries
in Africa and Asia is young and is becoming younger with wide
based population pyramids widening further. Combined with insufficient job creation and high connectivity with the outside world
via TV, internet and mobile telephones the potential for social and
political tensions is high. On the bright side, the massive numbers
of youth can also bring positive change and challenge conventional, reactionary and often corrupt (and older) elites. CARE Danmark
will work with partners to mobilize younger target groups both in
campaigns and in concrete activities which can create employment
opportunities in rural areas (for example value chain projects).
Information technology has spread rapidly in developing countries and while many people are poor and lack access to basic
services, they are often connected to the world via mobile phones and internet. Mobile money transfer has reached many villages in Africa before any formal banking systems. This provides
opportunities for private sector and non-profit organizations,
including CARE, to test new innovative ways of reporting corruption
and meeting the information, education, marketing and banking
needs of the poor.
CARE DANMARK
STRATEGY 2014 - 2017
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While gender gaps are still huge in many countries and gender
dynamics varied, a third wave of women’s liberation has begun in
parts of Asia, Africa and the Middle East with women demanding
recognition of their human rights, an end to gender based violence
and the right to decide over their own bodies. As part of an international organization with a strong focus on gender equality and the
empowerment of women’s and girls, CARE Danmark will continue
to support this movement for justice by focusing particularly on
women rights to participation, decision-making, and access and
control over productive resources including land as we believe that
these are important preconditions for other gender equality outcomes.
Despite reductions in the number of people living in poverty and
despite food production exceeding global food requirements, hunger remains a huge challenge. The fact that around 870 million
women, men and children were undernourished in 2010-2012, is
a gross violation of the human right to adequate food. The vast
majority of the hungry people live in developing countries, and the
irony is that many are food producers and have been so for generations. Globally, food insecurity is not a matter of production gaps,
but a matter of unjust food systems and the failure of governments
and private corporations to fulfil the human rights of citizens.
The current agricultural development model of governments and
donors focuses on large-scale investments and industrialization
of agriculture to increase macro-economic growth, rather than
taking the right to food of small-scale producers and poor natural resource dependent people as the starting point. There are
many examples of how this model have undermined rather than
supported the right to food of small-scale farmers and vulnerable
groups. In addition, small-scale producers are increasingly influenced by a liberalizing international food market marked by
increasing inequality and concentration of power in the hands
of a limited number of multinational corporations. An illustrative example is the world seed market, where DuPont, Monsanto, Syngenta and Limagrain controls 29 percent of it and
Monsanto controls almost all genetically engineered seed.
The problem of such concentration of power is that it puts
small-scale farmers in an unfavourable bargaining position and
increases the risk of locking them into relations of indebtedness and
dependency on the corporations. Private corporations as actors in
agricultural development are not a problem per se, as it also offers
new opportunities to effectively combat hunger. The problem is that
the current governance of the international food system is not leading to significant decreases in world hunger and improvements in
wellbeing of small-scale producers.
Linked with the issue of inequality and the right to food is the issue
of land rights. Population growth and the impacts of climate change are adversely impacting the sufficiency of the food production
in developing countries. Land sales and ‘land grabbing’ by external investors and elites in contexts of weak governance and corruption is happening on a large scale with sometimes detrimental
impacts on small holder farmers and pastoralists and on the food
sovereignty of states as a whole. As legal rights to land are often
hard to prove, poorer communities are rapidly losing the battle over
land to the local elites, governments and local and international
business. CARE Danmark will support land rights movements and
organisations working for the rights of landless people and small
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CARE DANMARK
STRATEGY 2014 - 2017
scale farmers with a focus on women and marginalized groups.
The recent discovery of oil and other valuable natural resources in
many parts of Africa, including the CARE Danmark focus countries
in Africa has led to rapid exploitation of natural resources, often by foreign investors, who seek to meet the growing demands
of their own economies. The extraction often happens in a way that
negatively impacts eco-systems, causes degradation of natural resources and impedes on the rights of the traditional and poor natural resource users including indigenouspopulation groups. Weak
and corrupt tax regimes mean that the revenues from the natural
resources will not automatically be distributed in a way which reduces poverty and benefits the poorest. CARE Danmark will address
these drivers of inequality by supporting civil society organisations
and networks who can perform a watchdog role and exert pressure on extractive industries and governments to live up to social
and environmental standards and on governments to allocate land
responsibly and protect the rights of poor natural resource users.
Deforestation is happening fast with some 46-58 thousand square miles of forest lost each year, equivalent to 36 football fields
every minute (WWF). Reasons include conversion to agriculture,
ranching and development, unsustainable logging for timber, and
degradation due to climate change.
Climate change is dramatically changing the environment and
new climatic records are being set with alarming frequency. Extreme
weather phenomena such as droughts, floods and high temperatures have crippling direct impacts on poor and climate-vulnerable
groups in developing countries. At the same time, slower onset effects such as increasing ocean acidification, sea-level rise and reduction in crop yields are driving indirect impacts including higher
food prices and, in combination with other drivers, violent conflict
over land and water. Climate change is undermining development
gains and threatening to further exacerbate global inequalities, including the right to adequate food. Perversely, those who are most
exposed to climate change generally have the least historic responsibility for causing it.
Despite overwhelming scientific evidence, the international community has so far been unable to agree on decisive collective action
on mitigation of greenhouse gas emissions. Relatively progressive
Danish climate change policies remain the exception. CARE pushes
for decisive action on mitigation by large emitters and a shift towards more sustainable global consumption.
Developing countries will need to invest increasing shares of their
scarce resources in adapting to climate change in the coming decades. Most industrialized countries have failed to deliver new and
additional climate funding in support of mitigation and adaptation
efforts of the developing countries in line with their commitment
from 2009 in the Copenhagen Accord to provide USD 100 billion
per year by 2020. CARE advocates with partners and in alliances
for adequate climate finance for adaptation in particular. Based
on our experiences of developing concepts of community-based
adaptation, we also demonstrate and advocate for adaptation efforts that target the most vulnerable communities and groups. At
the international level, we work for comprehensive solutions to
‘loss and damage’ situations in which areas become inhabitable
and/or livelihoods are lost due to climate change, in other words,
CARE DANMARK
STRATEGY 2014 - 2017
9
GHANA
NIGER
UGANDA
CARE INTERNATIONAL PROGRAMME COUNTRIES
CARE DANMARK PROGRAMME COUNTRIES
REGIONAL INITIATIVES
MOZAMBIQUE
TANZANIA
KENYA
NEPAL
VIETNAM
LAOS
situations in which adaptation is no longer possible. CARE Danmark will address climate change as a challenge to the right to food
of the constituencies of our strategic partners. We are well placed
to link issues from the local to the global level through the climate
change expert network hosted by CARE Danmark.
1.2. Geographic focus and civil society context
1.2.1. Country focus
Although the international focus is increasingly going to poverty in
middle income countries (as also reflected in the CARE International programme strategy), CARE Danmark choses to focus primarily
on least developed and fragile countries and has made long-term
commitments to support 9 country programmes (out of which Ghana, Niger, Uganda, Tanzania, Mozambique, Vietnam and Nepal are
focus countries and Laos and Kenya are new potential focus countries). CARE Danmark can pursue and seek to fulfil our strategic
objectives in all these countries. Having ‘focus countries’ allows
CARE Danmark to focus resources on strengthening the capacity
of a few country offices, and invest more in partnerships with fewer
civil society organisations rather than spreading the resources
too thinly. The long-term investment in organisations and impact
groups often yields more sustainable and substantial outcomes.
Because of this long-term commitment to our focus countries, we
do not start and close country programmes in response to immediate trends (be it poverty trends or donor trends) but we continuously adjust our role and strategies to meet the needs in the changing
context. In focus countries such as Vietnam and Ghana, which have
moved into ‘lower middle income’ categories, CARE Danmark plans
for a responsible exit while making sure we add value through a
focus on empowerment of marginalized and excluded groups and
supporting a strong civil society who can monitor and hold governments and private sector actors to account. The Vietnam program
will be phased out by 2017, whereas a Ghana exit strategy will be
planned beyond the current 2014-2017 period. Decisions about
exit or continued presence in countries are determined both by
increases in gross national income per capita, and assessments of
our value addition in the changing context.
Decisions regarding opening new country programmes are guided
by multiple criteria including 1) new or emerging opportunities
and needs for programming within our core area of expertise 2)
opportunities for working with civil society in the context, 3) opportunities for regional programming and value addition, 4) limiting the number of focus countries to a manageable level. CARE
Danmark is increasingly making regional links to address
similar issues across borders, foster learning and enable work
with regional institutions. For example, programmes and partnerships are extended across the Sahel region to deal with pastoralist
issues and in the Mekong region to deal with challenges posed by
climate change for greater impact.
1.2.2. Rural focus
Although the trend of urbanization is significant, still, on average
72 percent of the population of CARE Danmark’s focus countries
live in rural areas (more than 80 per cent in Niger, Nepal and Uganda) and nearly 70 per cent of the populations are making their living
from agriculture, forestry and fisheries. Investments in agriculture
are low despite the fact that GDP growth generated in the agricul
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CARE DANMARK
STRATEGY 2014 - 2017
ture sector is four times more effective in reducing poverty for the
poorest than growth generated outside of agriculture (FAO 2009), and
despite populations being food insecure. Investments in agriculture
have been falling in many countries (typically to around 5 per cent of
public investments) regardless of commitments by African govern
ments to invest 10 per cent in agriculture as per the 2003 Maputo
declaration, and only Niger and Ghana meet the 10 per cent target.
CARE Danmark has core expertise in working in rural areas with
organizations representing poor and marginalized small scale farmers, pastoralists, landless and forest dependent people, and will
continue to focus on making a sustainable and significant difference for the hard-to-reach rural communities dependent on
natural resources. By focusing on opportunities in rural areas, the
CARE Danmark programme contributes to reducing ‘push-factors’
driving the migration from rural to urban areas.
1.2.3. Civil society context in
programming countries
CARE Danmark subscribes to a civil society theory of change (see
section 2) and works with strategic civil society partners to address
the underlying causes of inequality and rights violations. The space for pursuing this strategy is not uniform across the CARE DK
programme countries and the conditions are constantly evolving.
In Nepal, there is still relative space in the new and struggling
democracy, but the space has been shrinking in recent years with
increased media attacks on and non-corporation with human rights
based organisations. In Vietnam, the space for civil society is still
highly restricted but gradually opening up, while it remains closed
in Laos with little perspectives for ‘open’ rights based work. In
Niger, there is relatively more open space for civil society in the
current political situation although pastoralist/indigenous issues
are still sensitive.
Mozambican civil society has experienced shrinking political
space and received occasional threats. The limited space is linked
to the increasing concentration of power in the FRELIMO majority
party. A positive consequence of this is that CSO’s are increasingly
acting together in alliances and networks.
Civil society space in Uganda is fragile and the Government is in
the process of passing a Public Order Management Law 2013 that
regulates activities of citizens and gives power to the police to
authorize public gathering. This can negatively affect NGOs undertaking accountability work. This trend is confirmed by press freedom
ratings going down. In Tanzania, the relationship between civil
society and government has been characterized by mistrust and suspicion for a long time. However, the situation is gradually improving
with increased space for dialogue, interaction and trust and CSOs
are getting more daring and confident in advocacy activities. There
is very limited experience with critical private sector engagement
despite the influence of private sector investments in agriculture
and extractive industries.
Kenya has a very progressive constitution and bill of rights which
guarantees freedoms of assembly, association and expression.
However, last year’s unexpected proposed amendments to the
Public Benefits Organizations Act shows how fragile the space
for civil society is. If the amendments had passed, they would
have fundamentally affected civic space, democracy and development in Kenya. Civil society managed to unite and get the
proposed amendments off the table, but new amendments that
will restrict civil society space are likely to be tabled for parliament again later this year (2014) including a 15 per cent cap on
international funding. Generally speaking, civil society is yet to find
its role vis-à-vis the private sector as a driving force in the impressive economic growth of the country which so far has not translated into reducing poverty figures and inequality.
national and local level. There is freedom of association and an
active media that is accessible to citizens throughout the country.
CARE Danmark adjusts its programming and partnership strategies
to the very different and ever changing situations. To mitigate risks
in the most restricted situations, CARE will play down the normative rights language and focus on bottom up participatory planning
(right to participation) and technical issues such as climate change
adaptation, extension, access to land and forest in dialogue with
the government.
Partners for the new generation programmes have all been selected based on criteria (see section 8 in the results report), and their
capacity and performance will be assessed regularly. CARE Danmark is willing to take the risks involved in increasingly partner-driven initiatives, such as reduced control over results and resources,
but we will monitor this closely.
In Ghana, the civil society space is very open and vibrant. Ghana’s
democratic political regime guarantees civil and political liberties,
which has contributed to the growth of a vibrant CSO sector at both
2014-2017 PROGRAMME
AND PARTNER FOCUS
IN COUNTRIES
CARE Danmark addresses the drivers of inequality and right to food
violations with a focus on poor marginalized and natural resources
dependent people in 9 countries in Africa and Asia:
In Niger, CARE Danmark supports the PROGRES (2013-2017)
programme for sustainable natural resource management
and civil society strengthening through 3 strategic partners focusing on pastoralist rights: Association pour la Redynamisation de
l’Elevage au Niger (AREN), Développement pour un Mieux Etre
(DEMI-E), Réseau des Organisations d’Eleveurs et pasteurs de
l’Afrique de l’Ouest (Billital Maroobe). The programme aims to defend the rights and interests of pastoralists by supporting improved
governance in civil society organisations and strengthened capacity to influence the institutional and policy environment for the
development of pastoralism in Niger and in the sub-region. With an
explicit focus on the rights of marginalized pastoral groups and decades of experience, CARE Danmark can help make the necessary
local to regional to global links to amplify the voice and uphold the
rights of the pastoralists.
In Ghana, CARE Danmark supports the “Yen Sore Programme” (Let’s
stand up) 2013-2017 through 4 strategic partners including a civil
society platform: Civic Response, Wassa Association of Communiti-
es Affected by Mining (WACAM), United Civil Society Organizations
for National Development (UCSOND) and Kasa. The programme aims
for civil society to provide an effective and legitimate voice around
forest, mining and oil and gas and promote the rights of affected
communities, and environmental justice at international, regional,
national and local level. The recent discovery of oil and gas in Ghana makes this kind of support highly relevant and timely.
In Uganda, CARE Danmark supports the “FOrest REsources Sector Transparency” (FOREST) programme (2013-2017) through 5
strategic partners: Anti-Corruption Coalition Uganda (ACCU), Joint
Effort to Save the Environment (JESE), Environment Alert (EA), Advocates Coalition on Development and Environment (ACODE), and
PANOS Eastern Africa. The programme aims to increase transparency, accountability and responsiveness in forest governance
by supporting civil society to empower poor and natural resource
dependent citizens to participate in forest governance; monitor implementation of forest policies and laws; and advocate for fair and
appropriate forest laws and regulations. The programme addresses
the underlying causes of the pressure on the forest resources including illegal timber harvesting.
CARE DANMARK
STRATEGY 2014 - 2017
11
In Tanzania, CARE Danmark supports the Ardhi Yetu Land Rights
programme (meaning ‘our land’) from 2014 to 2017 through 3
strategic partners namely Hakiardhi, Tanzania Natural Resource
Forum (TNRF) and Journalists Environmental Association Tanzania
(JET). The Ardhi Yetu program seeks to strengthen the capacity of
Tanzanian civil society at local and national levels to hold lands
sector duty bearers - including both government and the private
sector - accountable for the rights of small scale farmers and pastoralists especially in the areas affected by large scale land based
investments and commercial agriculture. The programme seeks
to address injustices and inequalities in land tenure systems as a
means of promoting right to food to both small scale farmers and
pastoralists.
In Kenya, CARE Danmark supports interventions which fall within
the programme strategy (focusing on sustainable markets and climate change adaptation) and contributes to important innovations in
methods and partnership although there is no defined Danida
framework funded programme. These interventions include the
multi-donor funded Africa Adaptation Learning Programme (ALP)
on climate change as well as an NGO/private sector project Kilimo
Biashara which is jointly implemented by a consortium of Coop, the
Danish retailer and super market chain, Sunripe, Kenyan producer and exporter of fresh vegetables and CARE. The project aims
to support smallholder farmers’ organizations to negotiate better
deals with potential buyers and to access extension services to
ensure sustainable participation in agricultural value chains.
In Mozambique, CARE Danmark supports the “Parcerias e Alianças da sociedade Civil pelo Direito a Terra e aos recursos naturais” (PACT) programme (2013-2017) CARE Danmark works
with five partners with the aim of strengthening Mozambican civil
society organisations to voice the concerns of poor rural constituencies on issues related to rural livelihoods and land and natural resources’ rights. Small-holder farmers in Mozambique are
increasingly exposed to land grabs by so-called ‘mega-projects’.
Based on evidence from communities, the programme partners
advocate for improved legal framework and implementation of
existing regulation of dialogues with communities. The large peasants’ organization, União Nacional de Camponesas (UNAC), is
considered a strategic partner for voicing rural concerns. Organização Rural para Ajuda Mútua (ORAM) supports registration of
community lands that are threatened by take-over by investors.
Associação Nacional de Extensão Rural (AENA)mobilizes rural
CBO groups as rights-holders. ORAM and AENA are potential strategic partners but still have some issues that need to be
resolved. In addition, NGO’s Akilizetho and Facilidade are under
consideration for strategic partnerships. In Nepal, CARE Danmark supports the “Right to Food civil society
support programme” (2013-2017) through 3 strategic partners:
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CARE DANMARK
STRATEGY 2014 - 2017
National Farmers Group Federation (NFGF), Community Self-reliance Center (CSRC), CSRC and the Right to Food network. The
programme aims to include the right to food in the upcoming
constitution of Nepal, to raise farmers’ voices in the formulation
and implementation of agriculture policies, increase the budget
allocation for agriculture, and to approve and implement a land
reform to the benefit of landless and small holders. Nepal is an
agricultural country and a young democracy and this is the right
time to organize and empower small holder and landless farmers,
and particularly women and marginalized groups, to access land,
inputs and services to ensure their right to food.
In Vietnam, CARE Danmark supports the CASI (Civil Action for
Socio-Economic Inclusion Programme in Northern Vietnam) (20132015) trough 3 strategic Vietnamese NGO partners: Culture Identity
and Resource Use Management (CIRUM), Institute for Studies of Society, Economics and Environment (iSEE), and Centre for Sustainable
Rural Development (CRD) and 2 implementing: Viet Nam Union of
Science, Technology Association (VUSTA) and The Centre for Sustainable Forestry and Agriculture Development & Research (ADC)
and ADC. The programme strives to enable remote ethnic minorities who are land poor, have weakresilience to hazards and shocks,
and in particular women to participate equitably in the economy
and have a legitimate and respected voice. In this fast growing
economy, CARE Danmark focuses on empowering the most marginalized and poor groups to enable them to influence their futures
and benefit from development gains.
In Laos, CARE Danmark has no defined Danida framework supported programme but will support a CARE Laos programme on ‘rural
ethnic minority women’ with EU funding (2014-2017): One project
is supporting remote ethnic groups that are vulnerable to climate
change to increase their adaptive capacity with the support of capable local authorities and the application of sustainable adaptation models. The other is supporting civil society organizations with
the knowledge and abilities required to effectively use their networks to mediate on land issues and advocate for gender-sensitive
rights-based solutions. CARE Denmark implements these projects
in partnership with three national NGO’s: Sustainable Agriculture
and Environment Development Association (SAEDA), Social Development Alliance (SODA) and Green Community Alliance (GCA). In
addition CARE Denmark collaborates with an international NGO:
Comité de Coopération avec le Laos (CCL).
NB: With the exception of Kenya and Laos all programmes mentioned are Danida framework funded programmes. These form the
backbone of the CARE Danmark programme in the countries. In
addition to these, there are other initiatives in the countries and
regionally, complementing framework funded programmes.
2. HOW WE WORK
2.1. Theory of Change
DOMAIN 1
CSO mobilize
citizens for action
DOMAIN 2
CSOs are
well-governed and
representative, legitimate voices of
the impact groups
DOMAIN 3
CSOs are
effectively influencing
policies and practices
CARE Danmark’s programme strategy is based on a civil society
theory of change which is logically linked with our focus on strategic partnerships with civil society partners and our value addition
in the partnerships. The change theory presents three distinct domains in which change needs to happen if our long-term objective
of rights realization for the impact group is to be achieved. Our theory of change describes a chain through which empowered citizens
organise and voice their concerns, where civil society organisations represent poor and vulnerable constituencies effectively, and
in which civil society organisations influence policies and practices
that ultimately secure the rights of people who are poor and vulnerable and dependent on natural resources.
The ultimate impact groups of the CARE Danmark programmes
are smallholder farmers, pastoralists and landless people, especially women, who are poor and marginalized. They often belong to
ethnic minorities and other excluded groups.
The theory of change is an evolving change narrative and is
presented here in a slightly modified form as compared to the 2012
programme policy. The theory of change has been contextually
adapted in the country programmes to match the perspectives for
civil society influence in the given context. The theory is also applicable to our own organisation to the extent that CARE Danmark
as a civil society actor mobilizes people and ideas and influences
policies and practises in Denmark or at EU level in favour of people
who are poor and dependent on natural resources. Generally, we
see ourselves as taking a back seat role in supporting southern
civil society organisations to influence change processes but there
are situations where CARE Danmark has comparative advantages.
As part of our annual reporting, we will be reporting against indicators of change in the domains, and we will be rating progress in
the domains on a yearly basis. Mid-term and end-of-project evalu-
People who
are poor
and dependent
on natural
resources are able to
realize their right to
food
ations will test the theory of change by linking evidence of change
with the changes in civil society capacity.
2.2. Our influence on change
CARE Danmark is inspired by Outcome Mapping thinking which is
a “complexity aware” monitoring method focusing on relationships
between people and their environment, and understanding outcomes as behavioural changes of people and organizations whom
we seek to influence directly or indirectly. The method recognizes
that there are certain activities, inputs and outputs which are within
the sphere of control of CARE (such as publishing research or
training a partner). CARE can directly influence partners and other
stakeholders who are in our sphere of influence to achieve certain outcomes, but we cannot control these outcomes. E.g. we can
train a partner but whether they use the training and change their
practices as a result, is beyond the direct ‘control’ of CARE. When
it comes to impact at the level of rights holders, we will only influence these indirectly through partners and other key stakeholders.
Hence, ultimate impact is within our sphere of indirect influence
but we do not have direct control over whether the impact will
ultimately happen.
The logic of the sphere of control, direct and indirect influence is
depicted in the figure above and is followed consistently in the
CARE Danmark programme objective setting as it frames our understanding of change and how we can influence it.
In outcome mapping, social change is seen as non-linear, and
monitoring becomes a matter of tracking change at the level of
partners, key actors and impact groups and understanding how
we are influencing these directly and indirectly. This information is
used to adjust and change strategies to optimize influence.
CARE DANMARK
STRATEGY 2014 - 2017
13
SPHERES OF INFLUENCE
Level of programme control
SPHERE OF CONTROL
= operational environment
Input, activities, outputs
SPHERE OF DIRECT
INFLUENCE
= relationships & interactions
Outcomes
SPHERE OF INDIRECT
INFLUENCE
= social, economical,
environmental factors
Impacts
Level of potential Impact
for sustainables social
change
CARE Danmark will use a hybrid model where outcome mapping
tools complement the more traditional (and linear) log-frame based
monitoring in practice. This is because log-frame based monitoring
supports the ‘results based monitoring’ and ‘value for money’ reporting needs better. Outcome mapping tools help CARE become
more learning oriented, adaptable and downwards accountable
because the method emphasizes self-assessment, and feedback
from our partners and impact groups becomes crucial for effective
change monitoring (see Section 6 for an elaboration).
2.3. Human Rights Based
Approach
CARE Danmark’s operationalization of a human rights based approach follows a civil society, a government and a private sector
track:
Our overarching programmatic and advocacy theme is the
‘Right to Food’, a human right guaranteed by the International Covenant on Economic, Social and Cultural Rights, Article
111. We unfold this broad human right by working on three related themes: land rights, sustainable markets and climate change adaptation which are important aspects of right to
Civil society track: A key approach is to support civil society partners to be part of a global movement for the right to food and to hold
governments accountable for progressive realization of the right to
food. It is still relatively new for CARE Danmark and most of our
partners to work at the normative human rights level and use the
UN human rights mechanisms and the spaces provided by these. In
the strategy period, we will test ways of engaging partners with the
UN Universal Periodic Review (UPR) mechanism as well as other
mechanisms for holding governments to account for the realization
of the right to food. The process of documenting rights violations
systematically and getting partner reports accepted as official
documents by the UN or other key institutions with the wider recognition that follows from this, can be important steps and demonstrate a more legalistic and systematic way of working with human
rights which is also in line with the Danida review recommendations from 2013.
1.The convention has been ratified by all CARE Danmark focus countries
except Mozambique.
The role and value addition of CARE Danmark will be to act as
a facilitator of knowledge through linkages to other civil society
CARE Danmark takes a human rights based approach to our work in
programme countries and in Denmark. Previously we have
been more human rights oriented in the sense that we focused mainly on human rights principles of especially participation and empowerment of rights holders and their organisation (CARE Danmark Right Based Approach guidelines 2009).
With this strategy we make more explicit links to the normative human rights frameworks and related mechanisms.
14
food realization, which also reflect the core CARE Danmark
expertise. The way we understand and work with state and private
sector obligations in relation to the Right to Food is informed by the
FAO voluntary guidelines to support the progressive realization of
the right to adequate food’ especially guideline no. 4 about market
systems and no. 8 about access to resources and assets which
spells out what the state responsibility to fulfil and facilitate the
right to food means in practise (see section 3 for an elaboration).
CARE DANMARK
STRATEGY 2014 - 2017
actors with experience in parallel reporting (also called shadow or
stakeholder reports) as well as linking to expert knowledge and
training opportunities in human rights monitoring, documentation
and reporting. In some cases, CARE Danmark may directly (with
the partners) lobby the permanent missions in Geneva prior to the
UPR, using the CARE International system to access governments
of other countries to lobby for them to take on the questions as well
as lobbying the Danish government.
•
This principle recognises that power is unequally distributed
and that certain sectors of the population are systematically excluded from the development process. Exclusion is seen
as the root cause rather than a symptom of poverty. CARE
recognizes diversity and focuses on inclusion and the most
marginalized groups. CARE will work with partners to ensure
that they are/become inclusive, gender sensitive and transformative, transparent and accountable civil society organisations
and importantly, representative of the poor and marginalized
members of the impact groups. Different aspects of gender
sensitivity will be assessed as an integrated and important part
of partners’ capacity assessments and targets for improving
the inclusion and representativeness will be set jointly and followed up on in annual partnership dialogues (e.g. % of women
in partner executive committees and boards).
Danish government and EU track: Another approach is to actively hold Denmark and the EU accountable for living up to their
duty not to adopt policies that undermine theright to food. This will
be addressed in the context of ‘extra-territorial obligations’. The
Maastricht Principles on extra-territorial obligations lay down the
States obligations to respect, protect and fulfil the right to food of
people living outside of their own territory. Furthermore, States are
obliged to regulate and/or influence the business sector in order
to protect those affected negatively by them outside their territory.
Structural inequities in the global trade and financial systems are
major obstacles to the realization of the right to food; hence solutions are international and not only up to the governments of
the countries where CARE Danmark works. In order for the human
rights system to become universal, all governments including the
Danish will need to take on a different level of responsibility. Two
important steps in this direction will be the adoption of the additional protocol to the International Covenant on Economic, Social
and Cultural Rights convention opening opportunities for individual
complaints and the recognition of extra-territorial obligations.
Private sector track: A third approach is to influence private
corporations and investors in agriculture including Danish corporations. Increasingly, responsibility for agricultural development is
shifting from the state to the private sector. The fact that the private sector is not a duty-bearer under international human rights
law poses a number of challenges in relation to accountability.
However, the UN guiding principles for human rights and business
have existed since 2011, defining the duty of the private sector
to respect of rights, analyse potential negative impacts, mitigate
these, and to redress those affected if mitigation is not possible.
With reference to these principles CARE Danmark and partners will
influence private corporations and investors to contribute to the
fulfilment of or at least refrain from any action that would impede
people’s rights to food.
Promoting and applying human rights principles: Across all
three tracks, CARE Danmark continues to promote a set of key
principles across our programming. These principles include:
•
Empowerment & participation in decision making
This principle supports rights holders to make effective claims
on duty bearers. Decision making is seen as an explicitly political process and it is recognised that everyone has a right to
take part. CARE will support partners who represent and/or
empower women and men who are poor and marginalized and
strengthen their capability to effectively articulate and claim
rights and to insist on government accountability and participation in development planning and policy formulation processes
at all levels.
Equality and non-discrimination
CARE Danmark has endorsed the CARE International Gender Policy and promotes the common standards in our
work. Most of the CARE country offices through which we
operate have clearly defined women’s empowerment and
gender transformation agendas to which our interventions with
partners will contribute. The CARE Danmark guidelines for ‘HIV
as a cross-cutting issue’ remain relevant.
•
Accountability
This principle supports duty bearers to be accountable for their
actions through a variety of channels – legal, political and social. CARE will support partners to engage duty bearers, strengthen their capability and hold them accountable. The focus on
transparent and democratic governance is mainstreamed into
the three intervention areas and is inherent in the theory of
change.
Accountability also refers to mechanisms for CARE to be accountable towards the communities and partners with whom
we work. CARE International has adopted an Accountability
Framework which applies to all CARE programming, operations, and governance. This involves core accountability commitments, goals and benchmarks. CARE is committed to high
standards of transparency and downwards account-ability in
relation to partners and to impact groups. Country offices are
responsible for implementing their own accountability commitments and CARE Danmark will support the roll out of this in
relation to the initiatives and partners, we support in countries.
Commitments include the sharing of financial and non-financial information to partners and other stakeholders in ways that
are appropriate for different audiences (often through social
audits) at national and local level, as well as setting up feedback and complaints mechanism for solicited and unsolicited
feedback.
CARE DANMARK
STRATEGY 2014 - 2017
15
3. WHAT WE WILL DO
This section outlines the focus and targets of CARE Danmark for the period 2014-2017.
3.1. Programme Objective
CARE Danmark has defined a long-term programme objective towards which the strategic interventions 2014-2017 will contribute.
Development objective: People who are
poor and vulnerable and dependent on natural
resources are able to realize their right to food
CARE will fight poverty by making people who are poor and vulnerable and who depend on natural resources able to exercise their
rights. In line with our civil society theory of change we will do so by
building the capacity of strategic civil society partners to mobilize
people and voice the concerns of rights holders, and to influence
and hold duty-bearers accountable, so that the rights of poor natural resource users are respected.
Immediate objective: Civil society organisations representing people who are vulnerable and dependent on natural resources
build and use evidence on gradual rights realization in policy, planning and implementation,
acting as credible, legitimate and accountable
change agents
More specifically, these rights holders are women and men in rural
areas who are poor and small scale farmers, belong to marginalized
pastoralist groups or are landless. Common for these groups is that
they depend on agriculture and forestry for their livelihoods and
are poor and marginalized in their societies. As women often face
additional barriers in relation to their rights fulfilment (e.g. participation, mobility and access to land) CARE will support partners to
specifically target and empower women to claim their rights and to
engage men in support of this.
With this objective, CARE Danmark will contribute to the 2020 CARE
International goal: ‘50 million poor and vulnerable people increase their food and nutrition security and their resilience to climate
change’.
16
CARE DANMARK
STRATEGY 2014 - 2017
3.2. Right to food framework and
strategy
Taking account of the global trends and the core expertise and value
addition of CARE Danmark, CARE Danmark focuses on the ‘Right to
Adequate Food’ (from herewith the ‘Right to Food’) as the overarching programmatic and advocacy theme.
In the countries where we work, food insecurity and right to food
violations are big issues. 3 out of the 9 CARE Danmark focus countries
(Mozambique, Niger, Tanzania) are rated ‘alarming’ with
respect to the hunger situation. Likewise 4 focus countries (Kenya,
Laos, Nepal & Uganda) are termed ‘serious’ and 2 countries (Ghana &
Vietnam) labelled ‘moderate’ regarding hunger according to the
International Food Policy Research Institute’s multidimensional
statistical tool the Global Hunger Index (2013).
CARE Danmark will use the human rights framework as it gives
opportunities for linking local to global advocacy and for tying together interventions in three main areas which address key drivers
of inequality and food insecurity. These intervention areas are:
1. Access and right to land
Access to land and security of tenure are essential for the enjoyment of the right to food. The increased pressure on land
negatively impacts CARE Danmark’s impact groups in particular: small holder farmers, landless and indigenous peoples
including pastoralists. The right to food requires that States
refrain from taking measures that may deprive individuals of
access to productive resources, on which they depend when
they produce food for themselves (the obligation to respect),
and that they protect such access from encroachment by other
private parties (the obligation to protect). For CARE Danmark’s
impact groups, who are among the most vulnerable, this means protecting existing access to land, water, grazing or fishing
grounds, and forests, all of which are productive resources essential for their livelihood (in line with the report of the Special
Rapporteur on the right to food 2010).
The right to food requires that States seek to strengthen people’s access to and utilization of resources and means to
ensure their livelihoods (the obligation to fulfil). This involves
actively investing in extension services and research to benefit
small-scale producers and in particularly women (FAO voluntary guidelines 8). Hence, this intervention area is about more
than access to land, it is also about access to the resources
necessary to invest in and optimize the production on the land
to benefit small scalers positively and reduce food insecurity.
2. Sustainable markets which work for the poor
Sustainable markets which serve the poor can help increase
food security and fulfil the right to adequate food and other
human rights for small-scale producers and labourers. The globalization of food and supply chains can fall out favourably for
those who manage to link into the chain, and unfavourably for
those, who are left out. Unfair competition, high product standards coupled with low risk-willingness on the side of investors,
and exploitation of labour can push small scale producers out
of the new markets. As decision-makers are increasingly turning to markets as a tool to reduce poverty, it becomes critical
to demonstrate new and sustainable solutions, which benefit
small-scale producers and labourers, and to monitor and promote human rights and environmental standards.
3. Climate justice and adaptation to climate change
Climate change has negative impacts on crops and biodiversity and increase food insecurity, vulnerability and inequality.
It negatively impacts those with little resources to adapt and
diversify livelihood strategies, small-scale farmers, pastoralists,
women and marginalized groups disproportionately. Climate
change increases pressure on land and speeds up environmental degradation. Climate change threatens to undermine
other development gains and must be addressed with a focus
on adaptation for the poorest and most vulnerable people.
Though the ‘right to adaptation’ or other environmental rights
do not exist, they are closely inter-connected with the right to
food and other human rights. Because the ones who have contributed the least to global climate change are the ones who
suffer the most, climate change is an issue of climate injustice.
Under the three intervention areas, CARE will work with partners in countries to demonstrate pro-poor sustainable models
and generate evidence to be presented and used in advocacy
locally, nationally and internationally. The work at the local level
with partners in countries which is sometimes technical (e.g.
specific climate change adaptation strategies) and pragmatic
(e.g. working with private sector to commercialize agriculture)
will contribute to the normative and sometimes global level advocacy and lobbying work.
Panchu Banu shows the title of the
farmland she owns with her
husband. Joint ownership of land
by wives and husband, promoted
by CARE, has helped bolster
women’s decision making power.
Photo: Akram Ali/CARE
CARE DANMARK
STRATEGY 2014 - 2017
17
3.2.1. Access and rights to land
CARE Danmark will support partners who can monitor and hold governments accountable for good natural resource governance and investment in small scalers, and ensure equitable distribution and benefit
sharing in the context of land grabbing, extraction, degradation and
liberalization of markets.
Objectives
CARE
PARTNERS
IMPACT GROUPS
(sphere of control)
(sphere of influence)
(sphere of indirect influence)
By 2017, CARE have supported at
least 10 partners in documenting
land rights violation cases for use
in advocacy
By 2017, at least 5 partners have
demonstrated capacity in using the
human rights mechanisms for political dialogue through stakeholder
reporting and lobby
By 2017, 5 partners have contributed to
the reclaiming/ allocation of land or fair
compensation for loss of land to poor
and marginalized women and men
By 2017, at least 5 partners have influenced land use policies, programmes and practices in favour of poor
and marginalized people
This will contribute to the 2020 CARE
International goal that 30 million women
have greater access to and control over
economic resources including land
Context
New data shows that small farmers still provide most of the
world’s food on less than a quarter of the world’s farm land and
that they are often much more productive than large corporate farms (GRAIN 2014). Women are the major food producers,
but their role remains unrecorded and marginalised. Despite high
returns on investments in terms of poverty reduction and greater food security, investments in small scale producers are marginal. According to the FAO voluntary guidelines (no. 8), States
have an obligation to “promote agricultural research and development, in particular to promote basic food production with its positive effects on basic incomes and its benefits to small scale and
women farmers, as well as poor consumers”. The urban political
elites tend to ignore these obligations and turn their backs at what
they consider traditional and low-prestige occupations in farming.
Small scalers are now increasingly under pressure from large land
investments and extractive industries causing evictions from land
in many places. The global rush to buy up or lease farmlands abroad as a strategy to secure basic food supplies or simply for profit
can have disastrous consequences for small holder farmers and
pastoralists in CARE Danmark’s focus countries, especially in Africa. The investment in agriculture land by foreign companies for
commercial use is not in itself a problem, but when the land
belongs to poor families who are growing food and whose land is
confiscated, it is a human rights violation. In many cases, the land
sold as “unused” or “undeveloped” is actually being used by poor
families to grow food, and families are often forcibly evicted without
compensation. The buying up of large areas of land further restricts
the mobility and access to water and grazing for pastoral groups in
Niger and elsewhere.
18
CARE DANMARK
STRATEGY 2014 - 2017
In the case of Nepal, characteristics of feudal land relations continue with high levels of absentee landlordism, large areas of underutilised farmland and bonded labour despite legislation against
this. Land holdings are skewed with less than 10 percent of rural
households retaining over a third of the cultivated land area, while
around 60 percent of the rural population are functionally landless
with holdings too small even for subsistence. Land inequality is
clearly linked with historic marginalization and discrimination. Half
of the Dalits, who are considered “low cast” are landless while only
6 per cent of the so-called “high-castes” are landless (FIAN Nepal,
2011).
Though the recent discovery of oil and valuable minerals
in the CARE Danmark focus countries in Africa could potentially bring much needed resources for states to reduce
poverty, the extraction of these natural resources rarely benefit the poor and marginalized communities. Most of the revenues from the extraction are kept by the foreign companies
investing in the extraction or embezzled by corrupt governments
and elites. Meanwhile, land, water sources, and forests are degraded and traditional land users evicted in connection with the
extraction which negatively impacts people dependent on these
resources for their livelihoods: the small scale farmers, forest dependent people, pastoralists including indigenous peoples, whose
land rights and territorial rights are impeded.
What we will do
CARE Danmark will support partners and civil society networks to
mobilize people, network with other civil society organisations and
contribute to policy monitoring and formulation.
SUSTAINABLE MARKETS
RIG
HT
TO
LAN
D
THE
RIGHT
TO FOOD
RURAL FAMILIES
Policy monitoring and formulation:
•
contribute to the formulation, implementation and monitoring of policies and legislation regulating the extraction
and governance of natural resources including the redistribution of land (land reform) to poor and marginalized
people (collective and individual land and tenure rights)
•
Influence agricultural policies in favour of small scale
producers with a focus on women farmers
•
hold African governments accountable for commitments
to invest 10 per cent of national budgets in agriculture
(as per the 2003 Maputo declaration) and lobby governments in Asian countries to make similar commitments
•
evoke national, regional and international instruments
which can be used in promoting more sustainable and
transparent exploitation of resources
•
use human rights and other international frameworks to
generate evidence of land and territorial rights violations
and hold governments accountable
•
Influence land investments funds in Denmark to make
socially responsible investments
Support bottom up initiatives which empower communities:
•
to participate in governance processes and contribute
to decision-making in these forums at all levels (natural
resource user groups, government planning committees,
etc.)
•
support local initiatives to obtain secure land tenure to
poor and marginalized communities and individuals in a
democratic and transparent manner
•
support initiatives to register land in the name of women
and encourage joint ownership of land
•
demonstrate good practise extension models and scale
these up in collaboration with local, regional and national
government agencies
CARE DANMARK
STRATEGY 2014 - 2017
19
3.2.2. Creating Sustainable Markets
CARE Danmark works to create sustainable markets, which work for the
poor, and responsible corporate practices that contribute to sustainable
and inclusive development.
Objectives
CARE
PARTNERS
IMPACT GROUPS
(sphere of control)
(sphere of influence)
(sphere of indirect influence)
By 2017, CARE Danmark has
documented successful influence on Danish companies’ work
with ethical trade in developing
countries
By 2017, at least 3 strategic partners
and their constituencies have participated meaningfully in environmental
and social impact assessment processes
By 2017, small scale farmers are aware
of their rights and businesses’ obligations and are linked to relevant organisations and mechanisms for claiming their
rights
By 2017, CARE Danmark works
in partnership with at least 2 Danish companies to develop models for sustainable markets
By 2017, at least 3 strategic partners
have been holding private sector
companies and government to account for social and environmental
standards and guidelines
By 2017, CARE Danmark and other partners of CARE’s Access Africa programme
has secured access to loan and capital
for 6 million poor people in rural Africa
Context
Markets and business have the potential to generate income,
create new and decent jobs in the CARE Danmark programme
countries, and use natural assets more sustainably. At the same
time, current impressive growth rates in many African countries
coupled with increasing inequalities and conflicts over natural
resources demonstrate that private sector engagement in development does not necessarily lead to poverty reduction and basic human
rights fulfilment. A key challenge and opportunity is to ensure that
market access and economic development becomes an opportunity for CARE Danmark’s impact groups - the rural population
counting the poor and marginalized small scale farmers, pastoralists, fishermen and not just the urban elites. Based on CARE’s
decades of work with agricultural development and livelihoods
improvement in Africa and Asia substantial knowledge already exists
on the key barriers for poor people’s access to markets and economic
development. These include poor organization; lack of awareness of
rights; business skills; access to capital and market information and
infrastructure and distribution networks.
Another key challenge is to set market standards and incentives
that mobilize business and others to support sustainable growth and
ensure more equitable participation and benefit sharing. Various informal and formal rules and standardshave been developed to change
behaviour of individuals, businesses, organisations and government
– in favour of more sustainable and inclusive development. These
include certification standards, Environmental and Social Impact
Assessments processes, payment for environmental services, taxes,
sustainability reporting, investment principles etc. Holding the private sector and government to account for the implementation ofsuch standards and principles is one of the ways in which civil society
organisations can demand for more sustainable markets that also
work for the poor. However, there is currently an enormous knowledge and capacity gap amongst community members and civil
20
CARE DANMARK
STRATEGY 2014 - 2017
society organisations of their rights and of the various standards
and grievance mechanisms.
A way to create more sustainable and inclusive markets is to
pilot business models that not only focus on economic results
but also on positive social and environmental impacts. Corporate
sustainability reporting and consumer trends are spurring these kinds
of shared value or multi-stakeholder partnershipsbetween NGOs
and the private sector where different competences and resources
complement each other to co-create more sustainable and inclusive business models. Clearly, to gain appropriate impact and move
beyond marketing and branding, the learning and evidence from
such pilots must subsequently be applied to inform a transformation of policies and behaviour at corporate level.
What we will do
CARE Danmark works with the private sector with the overall purpose to promote responsible corporate sector practices that contribute to sustainable and inclusive, pro-poor global development.
CARE competency development:
•
Develop CARE Danmark’s and country offices’ competency to work on major international standards and
principles for responsible business and rights of workers
and communities
•
Review CAREs own policies with this lens including
procurement and supplier policies, anti-corruption practices and green policy
Partner and constituency competency development:
•
Training and capacity building of key strategic partners
in major international standards and principles for responsible business and rights of workers and communities and ability to hold states, government and private
sector to account for their responsibilities and actions
•
Supporting communities and small scale producers to
become better organized and in position to access markets and negotiate better deals with the corporate sector
•
Supporting small scale producers and agricultural labourers to access saving and credit services through Village
Savings and Loans Associations (VSLA) and links to the
formal banking system with a focus on women
Policy advocacy:
•
contribute to private sector policy formulation and regulation at relevant levels including EU, Denmark, multi-national institutions etc. with knowledge and experiences from country programmes and through relevant
networks
•
contribute to holding government, states and private
sector to account for their responsibilities and actions
through critical and constructive dialogue based on
knowledge and experiences from country programmes
and through relevant networks
•
participate constructively in the public debate and contribute to consumer awareness and public opinion on
the role of the private sector in development based on
knowledge and experiences from country programmes
Private Sector Partnerships:
•
document the effects of policies, which undermine the
right to food extraterritorially, as a means to making evident the importance of considering extraterritorial obligations.
•
influence the new trend of blending aid with trade, with
the aim of influencing the government to require new
actors to ensure that their investments respect the right
to food and engage with private actors, whose work impact on the right to food of small scalers (negatively or
positively), especially looking at new actors such as agricultural development funds.
•
CARE Danmark will seek to influence the corporate policies and practices of private sector companies based
on the experiences from shared value project initiatives
•
CARE Danmark will facilitate multi-stakeholder dialogues between small-scale farmers and agro-business
aimed at promoting business models, which respect the
right to food.
•
CARE Danmark will form strategic partnerships with
private sector companies to contribute to the creation
of new innovative, sustainable and inclusive business
models 3.2.3. Climate justice and adaptation to climate change
CARE Denmark will contribute to a strengthened global movement on
climate change by strengthening climate resilience and the right to food
through strategic partner influence on climate-related policies and programmes
Objectives
CARE
PARTNERS
IMPACT GROUPS
(sphere of control)
(sphere of influence)
(sphere of indirect influence)
By 2017, CARE Denmark has
documented at least two cases of
successful influence on Danish/EU
climate change policies or on corporate/investor practices that affect
adaptation to climate change
By 2017, 5 partners have addressed
climate adaptation funding issues in the
context of national adaptation planning
and budgeting
By 2017, increase in the level of
funding going to adaptation to
benefit vulnerable groups in programme countries
By 2017, 10 networks have piloted the
Joint Principles for Adaptation for good
adaptation planning in their national contexts
By 2017, programme/project design
across CARE International has adopted
key elements of good climate-related
programming practice from learning programmes
Context
The effects of climate change are already felt by CARE’s impact
groups in the programme countries. The average temperature in
Northern Ghana has increased by almost two degrees while changing rainfall patterns has caused unprecedented flooding. The Sahel countries including Niger have encountered repeated droughts
and are experiencing a chronic hunger crisis. Nepal is extremely
vulnerable to glacier melting and changing rainfall patterns. In Mozambique, farmers’ crops and homes are devastated by increasingly severe cyclones.
The obvious long-term solution to these challenges is that governments of the world negotiate a comprehensive agreement to drastically reduce the emissions of greenhouse gases in the context
of the United Nations Convention on Climate Change. Developed
countries have committed to upscale their climate finance contributions to 100 billion dollars by 2020. Although both pledges and
disbursements are still very far from that goal, climate finance to
developing countries is expected to increase in the coming years.
It is important that planning, budgeting and implementation processes are followed closely by civil society for accountability and
transparency and to ensure that climate finance reach the most
climate vulnerable groups. All CARE Denmark programme countries are currently in the process of, or will soon, formulate National
Adaptation Plans. The National Adaptation Planning process is a
natural focus for influencing policy decisions for adaptation.
The bulk of current climate finance is spent on mitigation efforts.
Adaptation investments typically focus on climate-proofing of ‘hard’
infrastructure projects. Governments of developing countries must
further build the adaptive capacity of small-scale food producers
and make food production more climate-resilient to avoid major
impacts on productivity, food prices, hunger and malnutrition. Much
larger investments are needed in building up the adaptive
capacity of communities. This will enable them to access
climate information and make forward-looking and flexible decisions for continued adaptation to a changing climate. As part of this,
small-scale food producers must be empowered to adopt strategies that make their farming and livestock systems more climate-resilient and diversify their livelihoods.
•
Demonstrate and utilize opportunities for drawing on the
international human rights system such as the right to
food in climate change advocacy;
•
Establish or strengthen linkages and collaboration between national partners/networks and international climate change negotiations, actors and campaigns;
Policy monitoring and advocacy:
•
Enable civil society partners/networks to work for allocation of substantial funding for community-based adaptation
and to influence national adaptation policies, planning and
budgeting processes, such as the National Adaptation
Plans;
•
Introduce and apply the Joint Principles for Adaptation
currently under development for policy analysis, dialogue
with government and advocacy;
•
Support partners in monitoring of budget disbursement
and implementation of adaptation funding at the national
level and/or at local levels to ensure adherence to the Joint
Principals for Adaption;
•
Conduct policy advocacy related to Danish and European
climate policies and private sector actors for adequate
attention to adaptation and substantial up-scaling of climate finance;
CARE International climate programming and advocacy:
•
Contribute to capacity building, knowledge management,
fundraising and partnerships within CARE International
through hosting and management of the Poverty Environment and Climate Change Network (PECCN);
•
Maintain CARE’s position as recognised evidence-based
advocacy actor in international climate change discussions with a particular focus on climate justice, adaptation
and loss and damages.
•
CARE is known as an innovator and developer of ‘good
practice’ within the field of community based climate
change adaptation with a focus on gender. CARE climate change tools are widely used and shared. CARE
Danmark will continue to work with partners to demonstrate models for how to engage poor and marginalized
communities in adaptation planning and implementation.
CARE will continue to involve the government at different
levels in scaling up and mainstreaming approaches.
What we will do
CARE Denmark will support civil society partners in demanding
up-scaled and better-focused climate finance for adaptation that
builds the adaptive capacity of small-scale farmers and thereby
helps fulfil the right to food of climate-exposed population groups.
We will also seek to influence Danish and EU climate change policies along the same lines. A CARE Denmark-managed climate
change centre of expertise will promote high-quality climate change work and advocacy across CARE International.
Partner competency development:
•
22
Build the organisational and technical capacity of strategic and emerging civil society partners and their networks to engage in climate change policy discussions at
local and national levels;
CARE DANMARK
STRATEGY 2014 - 2017
4. HOW WE LINK OUR
GLOBAL AGENDA TO POLICY
INFLUENCE IN DENMARK
The advocacy work of CARE Danmark is increasingly a strategy that
binds together the work with partners in the south, the communication with the public and constituency in Denmark and the efforts
to influence policy makers. Advocacy activities help bring issues
from the field to the awareness of the Danish public and policy
makers, because advocacy increasingly needs to extend
beyond the borders of the nation-state in a globalized world.
CARE Danmark wishes to help extend programme-based advocacy
and play a gradually growing role in advocacy vis-à-vis the Danish
government, the European Union, and global negotiations in the thematic areas of the programme strategy. The objective is to influence
behaviour and standpoints among decision makers, practitioners,
and/or the public. CARE Danmark will play different roles in this
work. We will act as ‘knowledge brokers’ by developing evidence
for advocacy, as‘door-openers’ by inviting partners into spaces for
policy influence otherwise inaccessible to them and as ‘fellow
activists’ undertaking joint advocacy, just to mention a few (see
section 5 below).
The advocacy efforts will focus on the right to food and
thematic areas as described above. The specific advocacy
objectives of each thematic area are described above, and political communication will be an important means to realizing the
objectives of each track. Each year CARE Danmark will select two
to three development issues to be discussed through reports; at
conferences; at political hearings and meetings and through the
media. CARE Danmark will act as a critical friend holding politicians and private sector accountable, and will also engage in constructive dialogue and collaboration to influence change. The mix
of strategies will vary depending on the analysis and the defined
advocacy targets.
Table 1. Policy influence in Denmark: Strategies and targets for 2014-2017
OUTCOMES
CARE has contributed to bringing about
discourse change
among power holders
CARE Danmark has
influenced 2 public
or private sector
policies/strategies
to the benefit of
small scale farmers
STRATEGIES
INDICATORS
2014
2015
2016
2017
500
500
500
500
•
Framing the issue
•
media hits
•
Message development
(defining the problem,
framing & naming)
•
3
3
3
3
•
Media work targeting
‘agenda setting’ media
reports
published
by CARE
documenting
knew knowledge
•
Public speaking
•
Gathering of evidence
in reports
•
Policy dialogue
•
policy inputs
developed
2
2
2
2
•
Media work targeting
‘agenda setting’ media
•
Participation in public
hearings
•
press
score*
2.000
2.200
2.400
2.600
•
Development of policy
proposals
* Press score is a methodology developed by CARE Danmark to qualify media hits in terms
of the reach, framing and the influence of the media on political agenda-setting. This is to
get a more qualitative measure in addition to the number of media hits.
CARE DANMARK
STRATEGY 2014 - 2017
23
5. HOW WE WILL WORK
WITH PARTNERS
5.1. Strategic partnerships
CARE Danmark will work with a core group of strategic partners who can
function as change agents in local, national and sometimes international
context. CARE will support these to deliver on their own strategic objectives.
Objectives
CARE
PARTNERS
(sphere of control)
(sphere of influence)
By 2014, CARE will work with 2 to 5 strategic partners
in each country programme and align with their strategic
plans
In 2015, 16, 17 an annual partnership survey shows higher
scores as compared to the baseline indicating quality improvements in the partnership between CARE and the strategic
partners.
By 2014, 50 per cent of the country programme funds
allocations from CARE Danmark are channelled through
local partners
By 2017, 65 per cent of the country programmes’
financial allocations from CARE Danmark are channelled
through local partners (2020 target is 75%)
Selected indicators (from partnership survey):
“In our partnership we have a formal mechanism for reviewing the partnership and giving feedback” increase from 65%
“strongly agree/agree” in 2014 to 90% in 2017
“CARE DK has a clear value added in the partnership” increase
from 74% “strongly agree/agree” to 90% in 2017
“CARE seeks to align reporting requirements with other organisations/donors” increase from 35% “strongly agree/agree”
to 70% in 2017
How we understand strategic partnerships
Strategic partnerships with civil society organisations are central
to CARE Danmark’s theory of change which recognizes the important role of civil society in mobilizing citizens, holding governments
accountable for the progressive realization of human rights thereby contributing to lasting change. CARE understands its role as a
capacity builder, facilitator and supporter of civil society organizations who represent and work for CARE’s impact groups.
CARE will support partners to be in the driving seat when it comes
to developing and implementing strategies and plans. This should
also be reflected in continued increases in the level of funding
24
CARE DANMARK
STRATEGY 2014 - 2017
going to partners in the country programmes as indicated in the
partnership objectives.
CARE Danmark recognizes that genuinely practicing joint decisionmaking, mutual accountability and aligning with partner
strategies and policies requires flexibility and (programmatic and
administrative) and willingness to give up a degree of control over
processes and outcomes. CARE is committed to supporting a set
of strategic civil society partners in each country programme and
strive towards more mutually accountable and transparent relationships.
People organizing in
a rally in Uganda.
Photo © CARE International
CARE Danmark believes that change will be brought about more
legitimately and sustainably when the owners of particular agenda
is leading on that agenda, e.g. landless people leading campaigns
on land rights. Hence, rather than looking for short term “implementers” of “CARE projects”, CARE will support strategic partners
who can be real agents of change and who have a long-term commitment to an issue or an impact group beyond the timeframe and
scope on an individual project. Most often, these strategic partners
will be representative and inclusive of the impact groups, poor and
vulnerable people who are dependent on natural resources, and
work on behalf of these rather than for the impact groups.
Often, there will be a trade-off between being a truly representative
and inclusive organization (as these are often loosely structure and
rural) and a strong and capable policy influencer (who are often
headquarter based and run by elites). CARE sees its value addition in supporting partners who are weak organizationally and do
not necessarily have sound policies and systems, but have strong
values and commitments. Programmatic risks related to partner
choices are analysed in country programme documents and reported on annually. Financial risks are assessed through due diligence
and partner capacity assessments. Often, CARE will support a mix
of partners who complement each other and can achieve greater
impact if they collaborate.
CARE and partners will jointly assess partner capacity and CARE
will commit to strengthening capacity in weaker areas or make resources available for implementing the capacity building plans, and
to assess the quality of the partnership annually. To assess the quality of CAREs support and CARE’s value addition in the partnership,
CARE Danmark will send out an annual partnership survey directly
to partners asking them to evaluate the quality of the partnership,
the value addition by CARE and the effectiveness of the partnership. The 2014 survey will provide the ‘baseline’ information based
on which progress will be assessed for 2015, 16, 17 (in line with
the above objectives).
5.2. Harmonisation and alignment
Objectives
PARTNERS
(sphere of influence)
In 2017, at least 2 initiatives to harmonise partner funding/
reporting/assessments with other donors in each country
has been successfully implemented
In 2017, 80% of partners report that they “strongly agree”
that CAREs support is aligned to their strategic plan (from
a baseline of 61%)
Within the CARE world, CARE Danmark continues to work for better harmonisation and coordination with other CARE International
members, especially as regards programme design and implementation in programme countries. The different CARE members bring
different expertise and resources to country offices, and there are
good opportunities to further increase complementarity and synergy. For example, while CARE Danmark has comparative advantages in climate change programming and civil society strengthening,
CARE UK has strong expertise in governance and advocacy. Country offices and partners can benefit from the complementarity and
specialization within CARE.
CARE DANMARK
STRATEGY 2014 - 2017
25
In relation to partners, CARE Danmark is fully committed to alignment with partner’s agendas and strategic plans. In the strategy
period, this alignment will continue to be measured and evaluated
by partners in annual partnership review surveys.
We will continue to coordinate with others to promote basket funding of partners, harmonized reporting and joint assessments in
all country programmes, as this allows partners to focus on their
strategy rather than implementing projects for different supporting
partners.
There are several challenges to harmonisation and alignment
when it comes to systems (financial, reporting). Most of the challenges are beyond the sphere of direct control of CARE Danmark
and relate to donor requirements (especially USAID requirements
on CARE US managed country offices), but we will seek to influence donors, CARE International members, country offices and
partners to move towards greater harmonization.
At the strategy level, it is a challenge though not an impossibility to
create alignment from the partner level to the donor level. Danida
has its civil society strategy, EU has thematic and country specific strategies, private sector companies have their own business
strategies and private foundations likewise, when they enter into
collaboration with CARE. CARE International has a recent global
programming strategy, CARE Danmark has a programme strategy
(which is aligned with the Danida and the CARE International strategy), and country offices have all developed programme strategies. Finally, and most importantly, partners have their own strategies. Genuine alignment to partner strategies requires a great degree
of flexibility on the side of the upstream partners and donors. CARE
Danmark will play a bridging role and defend the bottom up approach to strategic planning while fostering synergy and strategic
overlaps upwards in the system. CARE Danmark can help connect
partners to other stakeholders and to donors by interpreting and
bridging strategic directions and even development paradigms.
5.3. Innovation in partnerships
CARE Danmark understands innovation and our contribution to it
as a process of seeking new solutions and bringing together “unlikely” actors from civil society, the private sector and the research
community who can solve complex problems. Therefore, innovation
becomes a matter of doing partnerships in new ways, finding new
partners and sharing information from the local to the global level
efficiently and through new channels.
Related to the commitment to work in genuine strategic partnerships with civil society organisations is the idea to innovate within
partnerships and to engage in new innovative partnerships with
other types of organisations including private sector and research
institutions.
Innovations within partnerships with civil society
Partner driven initiatives: CARE will continue to pilot models for
fully partner driven initiatives where design and implementation
decisions are taken primarily by partners and where they control
the budget for e.g. capacity building or research. Programme coordination committees where partners have majority voting rights
are other examples. This model is not possible with all types of
partners from the outset, but as mutual trust and strong relations
are built, this can increasingly be a model for programme delivery.
Local to global advocacy and local to global support: CARE Danmark will support strategic partners to do international advocacy
and to contribute to the UN Universal Periodic Review and other
The use of mobile phones
has enabled quick and direct
reporting in the programme
countries.
Photo © Kate Holt
We will:
26
•
Work with other CARE International members to optimize
joint planning and synergies in implementation in countries
•
Support country offices to manage new types of partnerships in ways that optimize and push the flexibility
within the CARE system in favour of more partner led
programming
•
Give input to CARE International to revise formats, policies and guidelines where necessary to ensure greater
flexibility and alignment to partner systems
•
Coordinate with other organisations and donors and
jointly work for greater harmonization in terms of partner
funding, reporting and assessments
CARE DANMARK
STRATEGY 2014 - 2017
processes which is new to CARE Danmark and many of our partners. This will include the gathering of local evidence to support
human rights claims and policy recommendations. In order to fully
support the partners’ local to global advocacy plans CARE Danmark will act as a knowledge broker facilitating access to expert
knowledge, impact group associations, to expert human rights institutions, as well as to a large network of thematic experts based
on partner demands.
VIETNAM:
New types of partnerships
CARE Danmark will continue to seek opportunities for innovative
partnerships with private sector actors e.g. to develop sustainable
models for linking poor small scale producers to markets. Such
partnerships can be with companies in Denmark (e.g. as the collaboration with Coop is an example of) and with private sector companies in the countries where we work. In this type of collaboration,
CARE Danmark can also help create new spaces for ‘big’ (i.e. dairy
giants or supermarket chains) and ‘small’ actors (small scale producers) to meet and seek solutions.
NEPAL:
The principle guiding this collaboration is that of coherence with
the other elements of the programme strategy, namely respect for
human rights and human rights principles, high social and environmental standards and a focus on poverty reduction.
CARE Danmark will continue to establish and expand collaboration
with universities and research institutions in particularly with the
Copenhagen Business School (to document methods of a CARE
Danmark Corporate Social Responsibility (CSR) project in Niger),
CIRAD (French research institute responsible for marketing analysis
and developing monitoring systems to track the impact of changes
in the trade regime on small scale milk producers) and the Climate
Change, Agriculture and Food Security (CCAFS) initiative regarding
climate information to small holder farmers in the Mekong region.
CARE Danmark believes that such partnerships can contribute to
better and deeper analysis and contextual understanding and more
systematic documentation of processes and results.
New Information and Communication Technology
In an increasingly globalized world, vertical and horizontal information needs and channels are rapidly changing. Large scores of
people can be mobilized in hours via social networking sites. The
needs for evidence (sometimes in ‘real time’) for policy advocacy
are becoming greater and to be effective the evidence often needs to be delivered in facts, pictures and video. CARE has and will
continue to capitalize on the great potential for connecting people
and sharing information through new technology and innovative
methods of communicating. In the strategy period, CARE Danmark
will support 3 innovative initiatives:
UGANDA:
CARE will support the partner, iSEE,
a Vietnamese NGO working with ethnic minorities and other marginalized
groups, to use social media (primarily
Facebook) more strategically in national campaigns, particularly around
issues of culture and discrimination.
This is innovative in a Vietnamese
context where social media is still
somewhat restricted but where the
scope for engaging with the media and
the general public about development
issues is slowly expanding, which provides new opportunities for our strategic partners.
CARE will train local land rights activists from the partner, CSRC, in using
participatory video to document their
work and use it in advocacy at different levels. The expectation and
experience is that participatory video
can empower rights holders in their
own right and help them to document
their issues in ways which gives them
a direct voice in relation to decision-makers. Activists will be trained to
use video cameras and do basic editing to put together their messages in
an effective way.
CARE will support the strategic partner,
JESE, to further develop and document
the use of a mobile phone app to report illegal activities in forest areas and
report directly to duty bearers via SMS
reports. Technical challenges and risk
factors will have to be overcome and
the successful up scaling depends on
how the risk factors (including threats
to community monitors) are mitigated.
The learnings will be documented and
shared with others. If the system serves the intended purpose, CARE Uganda will seek to spread and upscale the
technology in collaboration with the
partner JESE.
CARE DANMARK
STRATEGY 2014 - 2017
27
5.4. How we add value
CARE Danmark will be known for our strategic and high quality support
to country offices and partners in our programming countries as well as
for our public policy engagement in Denmark and internationally.
CARE Danmark adds value in the countries where we work as
well as in Denmark. As a national NGO active in the public policy discourse in Denmark, CARE Denmark seeks to influence the
Danish government and corporations to live up to human rights
obligations and to adopt responsible business practices and constructively contribute with solutions and evidence of sustainable
development models in developing countries. A lot of the influencing happens in collaboration with other like-minded NGOs in Denmark and networks such as the 92-group. CARE Danmark brings
a high degree of technical expertise and insight from its Right
to Food work and partnerships in focus countries and can share
evidence generated. It is an advantage to share resources and
expertise in networks and it creates a louder voice, more opportunities and greater credibility when multiple Danish organisations
present their positions and recommendations jointly.
As a member of a global organization, CARE Danmark adds value to
CARE International with our strong focus on strategic partnering
with civil society and technical expertise in climate change adaption and the right to food which are also focus areas in the newly
approved CARE International programme strategy. CARE Danmark
adds value to the rest of the CARE world as well as to partners
and climate change networks through its leadership of PECCN, the
CARE International Centre of Expertise on Poverty, Environment and
Climate Change. There is a great potential for multiplication effects
through the proliferation of methods and approaches piloted by
CARE Danmark through CARE International. Tools and approaches,
such as CARE’s climate vulnerability and capacity assessment
tool, developed and tested in a CARE Danmark climate change
learning programme can be rolled out to more than 70 CARE country offices.
In the countries where CARE Danmark works, we add value to
CARE International country offices. In 2013, CARE Danmark
was rated as the most “highly valued” CARE International member by country offices out of the CARE International family. The
objective is to continue being the most “highly valued” member in
country office ratings 2014-2017. CARE will continue to add value
by strengthening capacity and expertise of staff in the thematic
areas of right to food, climate change and sustainable markets (see
above sections); supporting country offices in managing strategic
partnerships in new more flexible ways; in continuously analysing
context (political, civil society); in advocacy training, planning and
evaluation; in learning-oriented monitoring systems incorporating
outcome mapping, and in best practice tools (assessment tools
and standards for partners capacity, networks, as well as climate
change).
We are and will continue to be known for our support in
these areas and for our coordination and complementarity with
other CARE International members supporting country offices including CARE UK’s work on governance and accountability. Each
28
CARE DANMARK
STRATEGY 2014 - 2017
CARE Danmark programme coordinator in collaboration with
CARE Danmark advisors and country office management will be
responsible for planning the capacity strengthening of country office staff.
To our strategic partners, CARE Danmark adds value in partnerships by adopting different roles as and when appropriate in
the context and in relation to the individual partner’s strengths and
weaknesses. This ensures complementarity and relevance of the
partnership in the context:
Door-opener: CARE will seek to widen the engagement space for
partners by creating avenues and opportunities for southern partners to access policy makers and policy processes in Denmark, at
EU and at UN level. By using its international network, CARE will
help connect partners to potential strategic allies as well as decision-makers for greater influence.
Knowledge broker: CARE will act as a facilitator of knowledge and
connect international knowledge of international human rights frameworks and other international policies and processes to southern
partners. CARE can link experts and organisations with experience
in parallel reporting to partners and create opportunities for training
and knowledge exchange.
Fellow activist: CARE can work closely together with partners in
achieving advocacy objectives, producing reports and influencing
policy makers, sticking together in difficult situations and when facing resistance. CARE can back up and support partners openly
and thereby help form a united front in situations when such back
up can be an advantage to partners. In other described roles, CARE
is working more from behind the scenes whereas the fellow activist
role involves being visible out there with the partners in the streets
and corridors.
Coach: CARE will act as a coach and trainer and directly support
partners with inputs, new ideas and tools, and trainings in line with
partner capacity building plans. For newly started and weak partner
organisations this role can be intensified in the early phases of the
partnership.
Funder: CARE can act as a funder of civil society initiatives through
small-grants mechanisms. Because of CAREs expertise as a grant
manager with sound financial and administrative systems and
because of its connectedness to civil society and understanding
of capacity, CARE can take up this role on behalf of institutional
donors. Such mechanisms can add value by giving timely opportunities to small organisations and fund strategic initiatives which
are not eligible or qualified for larger grants or formal partnerships.
6. HOW WE MONITOR AND
DOCUMENT RESULTS
CARE Danmark will increasingly be an accountable and learning organisation with high capacity and a monitoring system which supports
learning and accountability
Objectives
CARE
PARTNERS
(sphere of control)
(Sphere of influence)
By 2014, an updated global monitoring system, including
revised reporting formats, will be in place, and fully effective
from 2015
Increase in the scores in the annual performance ratings of
country programmes
By 2015, staff capacity both at headquarter level and in
country offices to use outcome mapping tools has increased
Positive reviews of our results reporting will lead to an increase in funding from Danida as well as other institutional
donors
In 2014 and 2017, (every four years) a synthesis-evaluation
will be carried out based on country programme evaluations
Evidence that new plans and strategies are informed by learning
Context
Results monitoring is a constantly changing area of our work, since
new ways of working also require new approaches to monitoring.
The deliberate shift towards stronger partnerships in the south and
advocacy at all levels has implications for our theory of change
and theory of influence (section 2) and how we see our ultimate impact on people who are poor, vulnerable and dependent on
natural resources as indirect. This requires CARE to take more of
a monitoring capacity building role in relation to country offices
and partners and to help develop the methods and tools to capture social change processes and partners influence on these. New
requirements also call for us to be better at assessing progress in
line with our theory of change across the programmes. We have
designed our monitoring system to meet these needs.
Monitoring and performance management framework
the right through partners and their local branches and groups.
The shift in the way we work and the consequences for our monitoring is illustrated by the additional layer of key actors (policy
makers, private sector, etc.) which depicts the long results chain in
rights-based advocacy type programmes. In the past there would
be a very direct influencing and monitoring relationship between
CARE and the impact groups because our country offices would do
direct implementation of activities in the communities.
CARE: on the left side of the figure, CARE International collects
monitoring information from CARE members (including CARE Danmark) and Country Offices and publishes global and regional impact reports. CARE Danmark supports country offices in building
the capacity of partners to monitor changes at the level of key
actors and impact groups. CARE Danmark also monitors our own
influence on e.g. policy makers in Denmark and the EU and private
corporations whom we seek to influence directly.
Below is a depiction of the CARE Danmark programme monitoring
and performance management framework. The framework mirrors
our theory of change and theory of influence (section 2) with its
spheres of control, direct and indirect influence.
Country offices rate CARE Danmark’s support and value added
yearly. CARE Danmark and CARE International will start to rate
country office organisational performance from 2016 onwards.
The arrows indicate how the monitoring happens (who monitors
who) as well as feedback loops. Feedback loops exist in a line
between CARE in Denmark on the left and the impact groups on
Partners: The figure mirrors that partners are at the centre of the
programming and monitoring and that their influence on duty
CARE DANMARK
STRATEGY 2014 - 2017
29
CARE DANMARK
STRATEGY 2014 - 2017
PUBLIC
DONORS
ADVISORY
BOARD
Stakeholders
CARE country
offices
CARE DK and COs do annual
performance ratings (both ways),
learning seminars,
review &
reflection meetings and monitoring
visits, CARE DK gives feedback and
ratings based on progress reports.
Synthesis evaluations done every 4
years.
CARE
Denmark
CARE
International
Sphere of control
Private
sector
Partner C
COs and partners do annual participatory capacity assessments, partnership survey, regular review &
reflection meetings, write bi-annual reports. Partners keep track of
changes in key actors.
Partner CBOs,
federation
Local
goverment
Partner B
Partner A
Policy
makers
Sphere of influence
Figure 1: CARE Denmark monitoring and performance management framework
Monitoring process and
products
Upwards accountability
30
Baseline and end-line studies,
impact surveys incl. return on
investment. Feedback and complaints mechanisms. Impact
group participation in review and
reflection, meetings, monitoring
visits. External mid-term and final
evaluations.
Impact groups
People who are poor,
vulnerable and
dependent on
natural resources
Sphere of indirect
influence
Downwards
accountability
bearers (government and private sector) as well as on their constituencies is what drives the change and hence should be documented and monitored. Partners monitoring capacity is often weak and
an under-prioritized area in the organisations. This calls for CARE to
play a very active role in monitoring at different levels. In the strategy period, we will strengthen our monitoring focus on outcomes
‘in the middle’ in terms of changes in partners’ capacity at all
levels, and changes in duty bearers with whom they interact at
different levels. Changes in partners’ capacity are assessed annually, and partners rate CAREs support through partnership surveys
annually. Monitoring at outcome level will be strengthened through
the introduction of outcome mapping methods in all programmes
and by breaking down the theories of change into monitorable bits
to track changes in people and organisations.
Danmark introducing outcome mapping tools. In cases where
CARE Danmark directly seeks to influence policy makers or
opinion-makers in Denmark, we will do our own monitoring of
changes (outcomes) in key stakeholders as well as monitor a
number of lower level output indicators (see section 4).
‘Sphere of indirect influence’ objectives are generally at impact level and impact group level. Changes at this level will
be captured through end-lines, final evaluations, impact and
outcome surveys and CARE international impact reports as indicated in the monitoring framework above.
What we will do
•
CARE Danmark intends to strengthen our contribution
analysis, while also becoming a more learning organisation tracking intended and unintended outcomes
and adapting our strategies to the changing contexts.
We will test new ways of conducting monitoring including the use of Outcome Mapping Tools as it can
bring together strategic planning and monitoring in a
way that emphasizes learning. Outcome mapping is a
recognized planning, monitoring and evaluation method
which is increasingly used by organisations working to
create social change. Outcome mapping understands
outcomes as observable changes in the behaviour
and practise of people and organisations and suggests ways of tracking those changes in a systematic
way. It is particularly useful in complex change processes, and when capacity building is in focus. It pushes
analysis and learning down to the relevant levels of
partners, communities and country teams where the
learning needs to be analysed and used to modify interventions strategies. Hence it also strengthens the
downwards accountability of the programmes.
•
CARE Danmark will further adjust and develop the new
global monitoring and performance management
system by refining indicators and setting up solid country
programme monitoring systems which can feed into this
system.
•
We will invest in staff capacity at CARE Danmark, country
office and partner level to use monitoring tools for planning, monitoring and learning and strengthen our outcome
monitoring. Country programme staff will be involved in
thematic learning seminars every second year to discuss
pertinent issues.
•
We will conduct synthesis evaluations of country programme reviews and evaluations to enable us to reflect
broadly on our work and changes needed in our approach.
Impact groups: To the extent possible, we also need to monitor
at the level of rights holders in the far end of the spectrum. These
impact group members are often members of Community Based
Organisations (CBOs) and local chapters of our partners and hence,
we have direct access to feedback from representatives throughout
the programme. In connection with baseline and end-line surveys
and in specific impact assessments, the impacts on a wider group
of people beyond the partner members may be assessed although
the question of attribution and contribution will have to be carefully
considered at this level.
The overall programme performance is measured and rated through our ‘global’ monitoring system which is based on our
theory of change with indicators within the domains which are reported against by all programmes. This allows for aggregation at
the overall strategic level and against the theory of change across
country programmes. A performance rating of the country programmes will be done annually based on an assessment of goal
fulfilment against indicators, as well as an assessment of the perspectives for sustainability against the theory of change and criteria
of evidence in domains (See Part II A section 1).
How we will monitor the strategy
Progress towards the objectives in the strategy will be captured
by the monitoring and performance system described above. The
strategic objectives 2014-2017 are categorized along the influence and change continuum in the boxes in each section of the
strategy.
‘Sphere of control’ objectives are generally organisational
objectives for CARE Danmark which will be translated into annual action plans and will be broken down into quarterly plans.
Outputs will be evaluated on a quarterly basis. Outcomes will
be rated by country offices and partners annual as feedback
on our support. We will track outcomes in Denmark and at EU
level through our own monitoring including change and learning journals.
‘Sphere of influence’ objectives are generally at partner level and progress against these will be measured on an annual
basis in yearly reporting on domains. Objectives related to the
partnership itself will be rated during annual surveys as indicated in the objectives. Objectives related to domain 3 on ‘policy
influence’ will be done at partner level with support from CARE
The above initiatives will help CARE Danmark become a more learning oriented organisation which systematically evaluates the
results of our work and extract lessons learned. This will make us
a more dynamic and results-oriented organization that is not afraid
of critical reflection.
CARE DANMARK
STRATEGY 2014 - 2017
31
7. HOW WE ASSESS VALUE
FOR MONEY
CARE Danmark is committed to optimizing the use of resources
to achieve greater impact. This is a key principle in the way we
manage our organization in Denmark and the way we design and
implement programmes with partners in the countries where we
work. This commitment is not new, yet the push from donors for
demonstrating value for money in an economic sense and analysing costs and benefits of social change programming is becoming
greater these years.
The new generation of CARE Danmark country programmes are
designed in a way that maximizes impact for invested resources by
focusing on policies, replication and scaling up to benefit more people. This approach is based on learning from a previous generation of country programmes and recommendations from evaluations
including the 2010 synthesis evaluation.
We recognize the inherent challenges in monetizing social impacts
(such as increased gender equality) and claiming attribution to
wider social and political changes. The challenges grow proportionately with the change towards a greater focus on civil society
strengthening and policy engagement as goals in themselves as
well as means to ends. There is no ‘good’ or ‘best practice’ method
for assessing value for money of rights based national level advocacy and civil society strengthening initiatives. It is also challenging
to find meaningful value for money indicators across the programme e.g. ‘cost per beneficiary’ as our new programmes have largely
moved away from community level interventions with well-defined
targets groups. In line with our theory of change, our impact on poor,
natural resource dependent people is increasingly indirect
through partners who work at different levels and often at
national level.
Considering these known challenges, CARE Danmark adopts a realistic and pragmatic approach to analysing value for money at
different levels in the programme and organisation, where it is meaningful and can help inform financial and programmatic decisions.
This will be combined with a strong focus on learning using other
approaches in the monitoring and evaluation cycles. While the Value for Money (VfM) approach can tell us something about how
much we achieved and at what cost, outcome mapping and other
learning oriented methodologies can tell us how we achieved it,
and why and why not.
CARE Danmark draws on two complementary frameworks for understanding and operationalizing VfM.
32
CARE DANMARK
STRATEGY 2014 - 2017
Figure 2: The Bond Framework
The Bond framework (developed by a large network of UK
based organisations) links ‘Management’, ‘Demonstration’ and
‘Comparison’ of VfM and shows how this should deliver ‘Improved
VfM’. CARE Danmark applies this framework to more clearly spell
out what we do to manage, compare and demonstrate value for
money.
The 4 E framework is useful to understand how we use
resources optimally throughout a programme or project cycle. The
framework mirrors the Logical Framework Approach with its input,
output, outcome, impact terminology. The framework is commonly
used by NGOs (CARE UK, Save the Children UK, Plan UK, World
Vision UK) when analysing VfM.
•
Economy: Managing the cost of inputs optimally against
quality and cost
•
Efficiency: Using resources optimally to produce outputs
•
Effectiveness: Achieving the desired effect
•
Equity: Are effects and benefits distributed fairly according to need
CARE Danmark will assess value for money in relation to both our
organization and our programme.
CARE Danmark’s organizational and programme management is
done in a way which optimizes economy, efficiency, effectiveness
and equity in interventions and thereby deliver value for money.
The task for CARE Danmark in the strategy period is to become
better at comparing and demonstrating Value for Money at different levels.
COSTS
EFFECTIVENESS
EFFICIENCY
ECONOMY
INPUTS
QUALITATIVE
QUANTITATIVE
OUTPUTS
OUTCOMES
IMPACT
EQUITY
Figure 3: The 4 E Framework
In the strategy period, CARE Danmark will focus its management
of Value for Money, comparison and demonstration efforts in line
with the 4 E framework as indicated in the table below. There are
references to the Bond framework after each described interven-
tion area (e.g. demonstrate VfM). To streamline with work, CARE
Danmark will form an internal Value for Money task force with
representation from management to develop targets, resource
strategy for the area, as well as a monitoring plan.
Table: CARE Danmark ‘Value for Money’ intervention areas 2014-2017
4Es
ECONOMY
ORGANISATION
PROGRAMME
CARE Danmark will continue to implement already recognized (by auditors and Danida) internal financial control systems and good procurement practises based on
responsible purchasing and fair-trading.
New budgets will be designed based on comparison with actual costs of similar units in other
on-going interventions. Costs must be justified
(manage and compare).
Financial risks will continue to be assessed
during due diligence assessments of partners
prior to contract signing (manage).
EFFICIENCY
Key performance indicators are regularly compared to
other CARE International members and other Danish
INGOs. CARE Danmark will continue to track performance indicators including:
•
Administration percentage: aiming for a
12%2 maximum in relation to total revenue
(administration covers expenses related to
staff salaries, office and operating costs
including provisions for depreciations).
•
Fundraising to profit ratios at 25% maximum (meaning that it should not cost more
than DKK 25 to raise DKK 100)
•
Levels of unrestricted reserves: to be able
to cover operational costs for 6 months.
By 2017, CARE Danmark expects to have adopted a
new financial and grant management system which
should improve internal work flows and better meet
information needs including the ability to track resource allocation for areas within the programme strategy.
A detailed proposal for a restructuring of CARE’s global model was submitted to CARE’s board in June
2014. The model will seek to transfer line management of country offices from CARE lead members to
a CARE global management body. This is expected to
lead to efficiencies and an overall reduced operating
cost for the model by around 20% (manage).
It is the role of the project manager and the support team in country offices to assess the ratio
between inputs and outputs and whether
these are reasonable in comparison with other
similar interventions (compare).
To enable better comparability, budget analysis
should be systematized and input/output ratios
qualified. CARE Danmark will introduce the use
of efficiency self-assessment tools in two
pilot programmes, one in Africa and one in
Asia (manage, compare, demonstrate)
4Es
ORGANISATION
PROGRAMME
EFFECTIVENESS
The effectiveness of the CARE DK support to
country offices will continue to be rated in annual
CI member surveys. CARE DK aims to continue to be
among the top 2 CI members rated in 2014-2017
(compare, demonstrate)
CARE Denmark will rate the outcomes of
country programmes annually based on
criteria laid out in the programme performance
rating system (see Part II 1 section 1 and annexes).
It will be monitored whether the new country office
set ups support more effective programming through
reporting on performance criteria developed by CI.
The performance criteria have been piloted from
2013 and will be rolled out by 2016 (compare, demonstrate).
The review will compare outcomes and outputs produced at country level and link them
to expenditure taking into account the different
contexts and cost structures. Management decisions about allocations to country programmes
will be informed by this analysis.
In selected CARE Danmark programmes social/
economic return on investment analysis will
be undertaken with the support of specialized
researchers at the level of initiatives/approaches
(demonstrate).
CARE Danmark will use outcome mapping tools
to facilitate learning processes where CARE and
partners can map out outcomes in terms of behavioural changes. While this does not directly
feed into a cost-benefit analysis, it provides key
lessons for the programme which will improve the
quality of programming and increase perspectives for value for money (manage, demonstrate).
EQUITY
CARE Danmark and country offices tracks the diversity of its staff composition (ethnicity, gender) and seek
to lead the way in terms of demonstrating equity values. (manage, compare, demonstrate)
CARE Danmark has a Code of Conduct for staff which
addresses gender equality, discrimination, sexual
exploitation, harassment and corruption. The CARE
International Policy on Prevention and Response to
Sexual Exploitation and Abuse is also shared with all
new staff members.
34
CARE DANMARK
STRATEGY 2014 - 2017
The extent to which the program is inclusive and meeting the needs of marginalized and excluded groups including
women will be assessed during design, review
and reflection sessions (manage).
All programmes must have a clear targeting strategy and a gender strategy with targets at program
and partner level.
In order to test and demonstrate whether the effects are felt by these groups, this will be assessed by mid-term evaluations to the extent possible and final evaluations (demonstrate).
PART - 2
PUBLIC SUPPORT AND
COMMUNICATION
STRATEGY
2014 - 2017
CARE DANMARK’S
PUBLIC SUPPORT AND
COMMUNICATION
STRATEGY 2014-17
Introduction to the
Strategy
The strategy both encompasses continuity and change. It contains a mix of
testing new terrain and holding on to core communication activities.
CARE Danmark will continue to work proactively with fostering loyalty among
members by increasingly segmented communication. We’re moving away
from a ‘one size fits all’ communication towards tailor-made messages.
An important strategic choice is that value based communication will take
on a more prominent role in the years to come. Clear messages of an increasingly inter-connected world, where everyone is responsible for shaping
it will filter into more and more of our communication. The messages will
especially center around issues of climate justice and the right to food.
Digital media is increasing entering our work and will continue to do so over
the years to come. Social media offers opportunities to reach out to people
in Denmark and beyond with calls to action as well as with information.
CARE Danmark is part of social media, but we want to do more! Opportunities for sharing digital posts and campaigns in the CARE International family
will be explored.
We will also continue more classical communication activities. Storytelling
reaches many groups and areas of the country. It’s an effective means to
engage with the public and share information about the countries where
we work. We want to give our network of storytellers more attention in the
coming years.
36
CARE DANMARK
STRATEGY 2014 - 2017
CARE Danmark’s partnership
with Roskilde Festival resulted in
many people engaging in
volunteer work.
Photo © CARE Danmark
1. TRENDS IN MOBILIZATION
AND PUBLIC SUPPORT
1.1. Context analysis
At the global level, international development cooperation is going
through dramatic changes these years as analysed in Part I, section 1. Development aid as we know it is under pressure and the
objectives of aid are changing. Focus is increasingly on using development for a variety of causes based on national self-interests
such as export promotion, transfer of green technologies, job creation and security (Vilby, 2013)2. A global narrative of development
is difficult to construct faced with increasingly unclear objectives
and a downward trend in the public support for development aid
(Epinion, 2013) 3.
Public support to development and global issues is taking on new
forms fuelled by social media. Social media reach out to people
in all corners of the world and mobilise support for clear cases
of global injustice. Examples of public mobilization, where social
media played a major role, are the OccupyWallStreet movement,
the Arab Spring and the COP15 mobilization in the fight for climate
justice. These new forms of mobilization occur in relation to a specific issue and ceases when it is no longer relevant or change is
achieved. In contrast, many established structures, such as NGOs
and political parties, invites members to support broad mandates
rather than single issues. In addition, membership of NGOs is more
long-term requiring loyalty to the cause rather than signing on to a
short lived campaign.
In Denmark public support for development aid is still relatively
high but is currently experiencing a downward trend. The majority
of Danes (71 per cent) proclaim having limited knowledge of development aid and developing countries (Epinion, 2013). A structural
shift in the way in which Danes choose to support is emerging, and
this involves favouring issues ‘closer to home’ at the expense of
international issues (ISOBRO, 2013). Support to NGOs is greatest
in relation to emergency campaigns, where the problems and solutions are easily comprehendible. Danish NGOs are increasingly using social media to mobilize support and frame messages around
one or a few single issues. These issues are global in reach (e.g.
tax, climate justice) offering an opportunity to demand supporters
to actively mobilize for change in Denmark as well as in developing
countries. The communication with members focuses on demand
for political change at home and in developing countries. It is val-
ue based communication about the type of world we are creating
rather than limited to more locally based stories from development
projects.
These new trends in development aid and mobilization offer
both opportunities and challenges for us. The increased focus on
private sector involvement offers opportunities to engage in partnerships with the potential of reaching out to new segments of the
population rather than those traditionally engaged in development
work. An example is the current partnership between CARE Danmark and Coop, which gives access to a large Danish network of
potential supporters. CARE Danmark will build on the experience
with Coop when seeking to further grow new forms of partnerships
in the coming years.
The Danish market for recruitment of members and supporters is
increasingly difficult as experienced by Danish NGOs. The high exposure to advertising and demand for support in public space has
created numbness on the part of the receiver/consumer. ISOBRO
(2013) has documented that the costs of recruitment of members
has increased. The tendency to support issues closer to home
poses both opportunities and challenges to CARE Danmark. We
are increasingly working with partners in developing countries to
bring about change locally as well as globally and in Denmark. This
change in the way of working automatically brings the issues closer
to home and offers opportunities to mobilize support around issues
people feel a greater connection to and ability to influence. CARE
Danmark will increasingly bring the issues of partners to the Danish
public and policy makers through clear messages of global values.
The messaging will increasingly be segmented according to target
audience in order to present the issues in tailor-made messages
perceived as relevant by the audience.
2Vilby, K (2014) Navigating in Troubled Waters – a glance into the crystal ball for IBIS.
3(EPINION) Danskernes holdninger og kendskab til udviklingsbistand
2012, Danida, februar 2013.
CARE DANMARK
STRATEGY 2014 - 2017
37
2. GOALS FOR DANISH
POPULAR SUPPORT
2014 – 2017
CARE Danmark will ensure a continued support among the Danish
public to the organisation’s mission, and in realizing its vision of
remaining the Danes’ favourite development organisation when it
comes to supporting long-term sustainable development.
2.1 Strategies
By 2017, we aim to be fundraising 27,4 million DKK annually. This
will happen partly through the annual recruitment of an average
of 4000 supporters, and partly through ensuring that no more
than 17 per cent of members drop out. The perception of CARE
Danmark will be as a credible development organisation delivering
long-term solutions. In order to achieve the objectives CARE Danmark will focus on the four areas listed below. A set of outcomes
for each focus area during the next coming four years are presented below one by one.
CARE Danmark has experienced a positive development in number
of supporters, both volunteers and private donations. However, this
development is accompanied by an increase in members leaving
the organisation or stopping regular monthly donations. The strategic focus for the period 2014 to 2017 will be on increasing the
number of members and on fostering greater loyalty among existing members. The latter is achieved by bringing existing members
closer to the organisation through well-targeted and segmented
communication. For that purpose, CARE Danmark will undertake
an analysis of the constituency in order to arrive at clearly defined profiles of members. The knowledge will be used to frame
messages differently depending on target audience both on digital
platforms as well as in print communication. It will furthermore
be used to evaluate and adjust our newly designed welcome and
membership loyalty package. The expected outcomes, strategies,
indicators and targets for the coming period are presented in the
table below.
We will focus on:
•
Individual supporters and volunteers
•
Strategic partnerships with private companies and foundations
•
Networks
•
Influence on national and global agendas
OUTCOMES
By 2017, CARE
Danmark raises
27,4 million
DKK annually
38
CARE DANMARK
STRATEGY 2014 - 2017
2.1.1. Individual supporters – volunteering
or participating in activities and campaigns
STRATEGIES
INDICATORS
•
Focus on individual supporters and members
Amount of
funds raised
•
Campaigns
•
Collaboration with private
corporations foundations
and networks
2014
29,1mio.
2015
2016
2017
27,1 mio.
26,8 mio
27,4 mio.
OUTCOMES
By 2017, the
dropout rate of
members is reduced to below
17% annually
By 2017, CARE
Danmark has a
constituency of
17.000 members
STRATEGIES
•
Analyse the constituency
to understand different
segments.
•
Frame key communication
messages according to
target group (on and off
line
communication)
•
Develop a membership
package: welcome letter,
welcome call etc.
•
Design of a new membership concept - My
Village
•
Face-to-face recruitment
•
Digital recruitment of
members
•
My Village digital platform
offering members engagement with projects
•
Recruitment of 4000
members annually
INDICATORS
An important vehicle for reaching out to new segments of the Danish population is the collaboration with private sector. The collaboration with Coop will continue for some years to come and it will be
used to test new ways of recruiting members through a new digital
concept entitled ‘My Village’. It is designed to bring our work closer to home by enabling people to follow families and activities up
close in a community in Tanzania. It is the assumption that inviting
people to actively engage and follow the lives of real people and activities will create a desire to engage in the work of CARE Danmark.
2.1.2. Strategic partnerships with private
companies and foundations
Policy makers are increasingly turning to markets as a tool for
alleviating poverty. One key challenge is to ensure that small
scale farmers are not pushed out or further marginalized in the
current race to get a share of African resources and markets.
NGOs have an important role to play in influencing private corporations and policymakers to live up to the international standards they have signed on to. This requires working at many
levels with different tools, both constructive dialogue and naming
and shaming. It clearly requires that NGOs work more strategically with business than previously. According to a recent Copenhagen Business School study, it is only three percent of the
collaboration between Danish NGOs and private sector, which is
Number of
members
exiting the
organization
2014
2015
2016
2017
Dropout rate of maximum 17 percent
Number of
supporters
26,000
26,500
27,000
27,500
Number of
members
15,500
16,000
16,500
17,000
strategic in terms of aiming to influence their business models as
opposed to projects detached from the business.
The mandate of CARE Danmark, focusing on the rights of smallscale farmers, positions us well to influence the current trend of increased foreign investments in African agriculture. CARE Danmark
is currently harvesting important lessons learned from engaging
directly in a vegetable supply chain through a strategic partnership
with Coop. In addition, CARE Danmark is testing a new role as lead
convener and facilitator of a dialogue between small-scale African
farmers and European agro-business to define business models,
which include a clear role and benefits for small-scale milk producers. In this work CARE Danmark is drawing on the experience
and knowledge of CARE UK, which has a long-term experience in
corporate engagement.
During the coming four years, CARE Danmark will further expand
the number of strategic partnerships with business and private
foundations, with the aim to arrive at two strategic partnerships by
the year 2017. The strategy will be to invest in a strategic dialogue
with a limited number of selected medium to large corporations,
working with agricultural, trade and/or green technology. CARE
Danmark will actively involve board members with relevant ties to
larger Danish corporations in this work as well as the business
committee of CARE Danmark.
CARE DANMARK
STRATEGY 2014 - 2017
39
2.1.3. Networks with private companies,
other organisations, educational institutions, and individuals
CARE Danmark manages a number of networks and is engaged
in different types of established professional networks. Networks
help CARE Danmark reach different segments of the population.
In addition they increase learning and offer an opportunity to form
alliances around strategic issues. In the coming years CARE Danmark will proactively develop its digital networks, including Facebook and twitter. In addition, CARE Danmark will work strategically with networks, which extend beyond development circles to
include new development actors such as the Africa Network of the
Danish Agricultural Council enabling dialogue with agribusiness.
OUTCOMES
By 2017, public
support of CARE
Danmark is
strengthened
STRATEGIES
INDICATORS
2016
2017
Storytellers engaging
with the public
of people reached
through storytelling
2,300
3,200
3,400
3,600
•
Field interns
of interns finalized
internship
10
10
10
10
•
Digital media networks
unique web-users
100,000
115,000
130,000
145,000
newsletter readers
16,000
17,500
19,000
20,000
facebook likes
3,500
5,000
5,000
5,000
Interns: The internship program has shifted from focusing on engaging students of development studies to also engaging students
of communication. It responded to a shift in demand by country
programmes and partners to be supported in communication work
as part of their advocacy efforts in the countries and internationally.
CARE DANMARK
STRATEGY 2014 - 2017
2015
•
Storytellers: An important means to bringing information from
the field to different segments of the Danish public is through the
CARE Danmark storytelling network. Storytellers are eye-witnesses
telling about their experiences from various developing countries,
where CARE Danmark works. The strategic partnership with Coop
opened new opportunities to reshape the network and create the
‘Savannah brand’ storytellers. It created new types of stories reflecting the development trend of increasingly viewing Africa as
a trade partner. The storytellers of CARE Danmark are volunteers
with a commitment to informing different parts of the public about
their personal experiences from the field and engaging in discussions with the audience. In the coming four years, CARE Danmark
will more proactively market the storyteller initiative by recruiting
storytellers with a profile matching particular target groups. In addition, we will continue the strategy of the past two years to integrate
storytelling as an element in larger campaigns.
40
2014
The next four years will continue this development and use the in
formation for communication on digital platforms. Many interns will
become storytellers after returning from the field.
Social media networks: CARE Danmark is currently developing
a strategy to expand coverage and reach of our social media networks. An important element of the strategy is to ensure that social
media networks allow members to directly engage with the organization, as well as to receive information about development issues
in a short, surprising and easily accessible way. The communication will both seek to bring stories from the field closer to the social
media platforms people use, and our social media networks will be
used to communicate our political issues and messages.
Professional and private sector networks: CARE Danmark will
be an active player in the newly established civil society platform
in Denmark entitled ‘Global Focus’ replacing NGO Forum and Concord Denmark. In addition, we will seek to engage with networks,
which have a membership reaching beyond development circles.
Especially networks which allow for dialogue with important private
sector actors will form part of the focus for CARE Danmark such
as the Danish Ethical Trading Initiative and business organisations.
ANNEX: Summary of programme objectives
CARE
PARTNERS
IMPACT GROUPS
(sphere of control)
(sphere of influence)
(sphere of interest)
THEMATIC AREAS
ACCESS AND RIGHT TO LAND
ààBy 2017, CARE will have supported at least 10 partners in
documenting land rights violation
cases for use in advocacy
ààBy 2017, at least 5 partners have demonstrated capacity in using human rights
mechanisms for political dialogue through
stakeholder reporting and lobby
ààBy 2017, at least 5 partners will have influenced land use policies, programmes and
practices in favour of poor and marginalized people
ààBy 2017, 5 partners will have
contributed to the reclaiming/
allocation of land or fair compensation for loss of land to poor and
marginalized women and men
ààThis will contribute to the 2020
CARE International goal that 30
million women have greater access to and control over economic resources including land
SUSTAINABLE MARKETS
ààBy 2017, CARE Danmark has
documented successful influence on Danish companies’ work
with ethical trade in developing
countries
ààBy 2017, CARE Danmark works
in partnership with at least 2 Danish companies to develop models for sustainable markets
ààBy 2017, at least 3 strategic partners and
their constituencies have participated meaningfully in environmental and social impact assessment processes
ààBy 2017, at least 3 strategic partners have
been holding private sector companies and
government to account for FAO/UNPRI/
UNGP/OECD guidelines
ààBy 2017, small scale farmers
are aware of their rights and
businesses’ obligations and are
linked to relevant organisations
and mechanisms for claiming
their rights
ààBy 2017, CARE Danmark and
other partners of CARE’s Access
Africa programme has secured
access to loan and capital for 6
million poor people in rural Africa
CLIMATE JUSTICE AND
ADAPTATION TO CLIMATE CHANGE
ààBy 2017, CARE Denmark has
documented at least two cases
of successful influence on Danish/EU climate change policies
or on corporate/investor practices that affect adaptation to
climate change
ààBy 2017, 5 partners have addressed climate adaptation funding issues in the context
of national adaptation planning and budgeting
ààBy 2017, increase in the level of
funding going to adaptation to
benefit vulnerable groups in programme countries
ààBy 2017, 10 networks have piloted the
Joint Principles for Adaptation for good
adaptation planning in their national contexts
ààBy 2017, programme/project design
across CARE International has adopted key
elements of good climate-related programming practice from learning programmes
CARE DANMARK
STRATEGY 2014 - 2017
41
STRATEGIC PARTNERSHIPS
ààBy 2014, CARE will work with 2
to 5 strategic partners in each
country programme and align
with their strategic plans
ààBy 2014, 50 per cent of the
country programmes’ funds allocations from CARE Danmark
are channelled through local
partners
ààBy 2017, 65 per cent of the
country programmes’ financial
allocations from CARE Danmark
are channelled through local
partners (2020 target is 75%)
ààIn 2015, 16, 17 an annual partnership
survey shows higher scores as compared
to the baseline indicating quality improvements in the partnership between CARE
and the strategic partners.
ààIndicators (from partnership survey):
àà“In our partnership we have a formal mechanism for reviewing the partnership
and giving feedback” increase from 65%
‘strongly agree/agree’ in 2014 to 90% in
2017
àà“CARE DK has a clear value added in the
partnership” increase from 74% ‘strongly
agree/agree’ to 90% in 2017
àà“CARE seeks to align reporting requirements with other organisations/donors”
increase from 35% ‘strongly agree/agree’
to 70% in 2017
HARMONISATION AND ALIGNMENT
ààBy, 2015 CARE has taken initiative to harmonise partner funding
in at least two cases in each
country programme
ààIn 2017, CARE is part of at least 2 harmonised partner funding/reporting with other
donors in each country
ààIn 2017, 80% of partners report that they
“strongly agree” that CAREs support is aligned to their strategic plan (from a baseline
of 61%)
RESULTS REPORTING
ààBy 2014, a new monitoring system, including new reporting
formats, will be in place, and fully
effective from 2015
ààBy 2015, staff capacity both at
headquarter level and in country
offices to use outcome mapping
tools has increased
ààIn 2014 and 2017, (every four
years) a synthesis-evaluation will
be carried out based on country
programme evaluations
42
CARE DANMARK
STRATEGY 2014 - 2017
ààIncrease in the scores in the annual performance ratings of country programmes
ààPositive reviews of our results reporting will
lead to an increase in funding from Danida
as well as other institutional donors
ààEvidence that new plans and strategies are
informed by learning