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Wbg – village service project – mid term – dec 03
The overall goal of the VSP is sustainable improvement in the quality of life of vulnerable communit... Read More...
Bringing Agroforestry to Scale for Improved Livelihoods
The BrASIL-CSVIL project is a collaborative project between the World Agroforestry Centre (ICRAF) and CARE Mali (HARANDE Program) for maximizing synergies. The Goal of the Harande program, meaning ‘food security’ in Fulani, consists of “Sustainable food, nutrition and income security for vulnerable household members in Youwarou, Tenenkou, Bandiagara and Douentza in Mopti region. The collaboration under BrASIL-CSVIL aims at ensuring a better intervention that takes full account of adaptation to climate change, optimal natural resource management and reduction of target communities’ vulnerability to climate change. This partnership puts high emphasis on the bottom up and community led, cascading training of trainers and farmer-to-farmers learning approaches. A key strength of the Harande program is its links with other development actors that maximize synergy and multiply impacts for population groups beyond the targeted communities as well as leveraging efforts funded by USAID by establishing linkages with Feed the Future projects. In order to be more inclusive and innovative in its approach, Harande proposed to work closely with all the USAID projects operating in the Mopti region but also other development actors. Initially, the project was planned to be implemented in 10 villages in Mopti region. However, in 2018, the security issues have been degraded within the region especially in the district of Douenza. Therefore, our activities were focused within 2 villages, Dandoli (new) and Sincarma (old) in the district of Bandiagara. Some activities were done in three other new villages including Koé Doe (Commune of Pignari), Wendéguélé (Commune of Dandoli) and Ourou (Commune of Dourou), all in the Cercle of Bandiagara of Mopti region.
The present report gives an overview of activities conducted in the Fiscal Year of 2018 from October 1, 2017 to September 30, 2018 under the BrASIL-CSVIL project. [17 pages]
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The present report gives an overview of activities conducted in the Fiscal Year of 2018 from October 1, 2017 to September 30, 2018 under the BrASIL-CSVIL project. [17 pages]
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A-Card Progress and Prospects
A-card (A stands for Agriculture) is a brand new micro-credit mechanism, the only example in Bangladesh aimed at providing smallholder farmers financing to a digital purchase of farm inputs at a low cost (10%) through the formal financial system linked to a debit card and ICT-enabled platforms.
Addressing the problem of smallholder farmers' lack of access to finance required a consultation among different stakeholders particularly in finding an effective solution. It eventually led to the idea and design of the A-card model. In this regard, the USAID Agricultural Extension Support Activity (AESA) project's interventions effectively engaged with different stakeholders, including small-holder farmers, microfinance institutions (MFIs), formal lenders (i.e. banks) and rural agricultural inputs retailers. The aim of this collaboration was to work for a common goal with differentiated responsibilities. [14 pages] Read More...
Addressing the problem of smallholder farmers' lack of access to finance required a consultation among different stakeholders particularly in finding an effective solution. It eventually led to the idea and design of the A-card model. In this regard, the USAID Agricultural Extension Support Activity (AESA) project's interventions effectively engaged with different stakeholders, including small-holder farmers, microfinance institutions (MFIs), formal lenders (i.e. banks) and rural agricultural inputs retailers. The aim of this collaboration was to work for a common goal with differentiated responsibilities. [14 pages] Read More...
Learning From Failure 2022
In 2019 and 2020, CARE published Learning from Failures reports to better understand common problems that projects faced during implementation. Deliberately looking for themes in failure has helped CARE as an organization and provides insight on what is improving and what still needs troubleshooting. This report builds on the previous work to show what we most need to address in our programming now.
As always, it is important to note that while each evaluation in this analysis cited specific failures and areas for improvement in the project it reviewed, that does not mean that the projects themselves were failures. Of the 72 evaluations in this analysis, only 2 showed projects that failed to deliver on more than 15% of the project goals. The rest were able to succeed for at least 85% of their commitments. Rather, failures are issues that are within CARE’s control to improve that will improve impact for the people we serve.
To fully improve impact, we must continue to include failures in the conversation. We face a complex future full of barriers and uncertainties. Allowing an open space to discuss challenges or issues across the organization strengthens CARE’s efforts to fight for change. Qualitative analysis provides critical insights that quantitative data does not provide insight into the stories behind these challenges to better understand how we can develop solutions.
CARE reviewed a total of 72 evaluations from 65 projects, with 44 final reports published between February 2020 and September 2021 and 28 midterm reports published between March 2018 and October 2020. Seven projects had both midterm and final evaluations at the time of this analysis. For ease of analysis, as in previous years, failures were grouped into 11 categories (see Annex A, the Failures Codebook for details).
Results
The most common failures in this year’s report are:
• Understanding context—both in the design phase of a project and refining the understanding of context and changing circumstances throughout the whole life of a project, rather than a concentrated analysis phase that is separate from project implementation. For example, an agriculture project that built it’s activities assuming that all farmers would have regular internet access, only to find that fewer than 10% of project participants had smartphones and that the network in the area is unreliable, has to significantly redesign both activities and budgets.
• Sustainability—projects often faced challenges with sustainability, particularly in planning exit strategies. Importantly, one of the core issues with sustainability is involving the right partners at the right time. 47% of projects that struggled with sustainability also had failures in partnership. For example, a project that assumed governments would take over training for project participants once the project closed, but that failed to include handover activities with the government at the local level, found that activities and impacts are not set up to be sustainable.
• Partnerships—strengthening partnerships at all levels, from government stakeholders to community members and building appropriate feedback and consultation mechanisms, is the third most common weakness across projects. For example, a project that did not include local private sector actors in its gender equality trainings and assumes that the private sector would automatically serve women farmers, found that women were not getting services or impact at the right level.
Another core finding is that failures at the design phase can be very hard to correct. While projects improve significantly between midterm and endline, this is not always possible. There are particular kinds of failure that are difficult to overcome over time. Major budget shortfalls, a MEAL plan that does not provide quality baseline data, and insufficient investments in understanding context over the entire life of a project are less likely to improve over time than partnerships and overall MEAL processes.
Some areas also showed marked improvements after significant investments. Monitoring, Evaluation, Accountability, and Learning (MEAL), Gender, Human Resources, and Budget Management are all categories that show improvements over the three rounds of learning from failures analysis. This reflects CARE’s core investments in those areas over the last 4 years, partly based on the findings and recommendations from previous Learning From Failure reports. Specifically, this round of data demonstrates that the organization is addressing gender-related issues. Not only are there fewer failures related to gender overall, the difference between midterm and final evaluations in gender displays how effective these methods are in decreasing the incidence of “failures” related to engaging women and girls and looking at structural factors that limit participation in activities.
Another key finding from this year’s analysis is that projects are improving over time. For the first time, this analysis reviewed mid-term reports in an effort to understand failures early enough in the process to adjust projects. Projects report much higher rates of failure at midterm than they do at final evaluation. In the projects where we compared midline to endline results within the same project, a significant number of failures that appeared in the mid-term evaluation were resolved by the end of the project. On average, mid-term evaluations reflect failures in 50% of possible categories, and final evaluations show failures in 38% of possible options. Partnerships (especially around engaging communities themselves), key inputs, scale planning and MEAL are all areas that show marked improvement over the life of the project.
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As always, it is important to note that while each evaluation in this analysis cited specific failures and areas for improvement in the project it reviewed, that does not mean that the projects themselves were failures. Of the 72 evaluations in this analysis, only 2 showed projects that failed to deliver on more than 15% of the project goals. The rest were able to succeed for at least 85% of their commitments. Rather, failures are issues that are within CARE’s control to improve that will improve impact for the people we serve.
To fully improve impact, we must continue to include failures in the conversation. We face a complex future full of barriers and uncertainties. Allowing an open space to discuss challenges or issues across the organization strengthens CARE’s efforts to fight for change. Qualitative analysis provides critical insights that quantitative data does not provide insight into the stories behind these challenges to better understand how we can develop solutions.
CARE reviewed a total of 72 evaluations from 65 projects, with 44 final reports published between February 2020 and September 2021 and 28 midterm reports published between March 2018 and October 2020. Seven projects had both midterm and final evaluations at the time of this analysis. For ease of analysis, as in previous years, failures were grouped into 11 categories (see Annex A, the Failures Codebook for details).
Results
The most common failures in this year’s report are:
• Understanding context—both in the design phase of a project and refining the understanding of context and changing circumstances throughout the whole life of a project, rather than a concentrated analysis phase that is separate from project implementation. For example, an agriculture project that built it’s activities assuming that all farmers would have regular internet access, only to find that fewer than 10% of project participants had smartphones and that the network in the area is unreliable, has to significantly redesign both activities and budgets.
• Sustainability—projects often faced challenges with sustainability, particularly in planning exit strategies. Importantly, one of the core issues with sustainability is involving the right partners at the right time. 47% of projects that struggled with sustainability also had failures in partnership. For example, a project that assumed governments would take over training for project participants once the project closed, but that failed to include handover activities with the government at the local level, found that activities and impacts are not set up to be sustainable.
• Partnerships—strengthening partnerships at all levels, from government stakeholders to community members and building appropriate feedback and consultation mechanisms, is the third most common weakness across projects. For example, a project that did not include local private sector actors in its gender equality trainings and assumes that the private sector would automatically serve women farmers, found that women were not getting services or impact at the right level.
Another core finding is that failures at the design phase can be very hard to correct. While projects improve significantly between midterm and endline, this is not always possible. There are particular kinds of failure that are difficult to overcome over time. Major budget shortfalls, a MEAL plan that does not provide quality baseline data, and insufficient investments in understanding context over the entire life of a project are less likely to improve over time than partnerships and overall MEAL processes.
Some areas also showed marked improvements after significant investments. Monitoring, Evaluation, Accountability, and Learning (MEAL), Gender, Human Resources, and Budget Management are all categories that show improvements over the three rounds of learning from failures analysis. This reflects CARE’s core investments in those areas over the last 4 years, partly based on the findings and recommendations from previous Learning From Failure reports. Specifically, this round of data demonstrates that the organization is addressing gender-related issues. Not only are there fewer failures related to gender overall, the difference between midterm and final evaluations in gender displays how effective these methods are in decreasing the incidence of “failures” related to engaging women and girls and looking at structural factors that limit participation in activities.
Another key finding from this year’s analysis is that projects are improving over time. For the first time, this analysis reviewed mid-term reports in an effort to understand failures early enough in the process to adjust projects. Projects report much higher rates of failure at midterm than they do at final evaluation. In the projects where we compared midline to endline results within the same project, a significant number of failures that appeared in the mid-term evaluation were resolved by the end of the project. On average, mid-term evaluations reflect failures in 50% of possible categories, and final evaluations show failures in 38% of possible options. Partnerships (especially around engaging communities themselves), key inputs, scale planning and MEAL are all areas that show marked improvement over the life of the project.
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Eri – integrated food security project
project goal is to improve food security, both in quantity and in quality, of community members in t... Read More...
Consortium for Development Relief in Angola (CDRA) Final Evaluation
The goal of the DRP was to Increase food security through agricultural recovery in rural resettlemen... Read More...
The Popular Theatre in Palestine Project Final Evaluation
Goal: “to promote the human rights and equity afforded women, youth, elderly, disabled, unemploye... Read More...
Sustainability of Water Systems in Tacaná, San Marcos built over the last 25 years
CARE Guatemala has worked in water and sanitation in Tacaná for over 10 years. CARE has helped construct potable water systems, trained community members to manage the systems, improved sanitation in schools, and led sanitation workshops for students. Most recently, CARE was involved in the Lazos de Agua (Water Links) project, which was completed in October 2016, in the municipalities of Tacaná and Tajumulco. One of the project’s main goals was to increase access to sustainable, safe water for at least 5,000 people1. In addition to providing access to clean water, it is imperative to ensure the sustainability of improved water systems into the future. In order to monitor the functioning of the water systems, the Municipal Water and Sanitation office (OMAS) was created in Tacaná in 2012. The OMAS is responsible for the operation, management and maintenance of the water systems in both urban and rural areas of Tacaná. However, neither the OMAS nor CARE have had adequate resources to consistently monitor the water systems that have been built over the last 25 years. The purpose of this study was to evaluate the functionality and sustainability of the water systems constructed by CARE and other organizations over the past 25 years in Tacaná. [11 pages] Read More...
PENNIES TO POWER FINAL REPORT
Globally, women have access to 10% of the available credit, 7% of the training on productive activities and are 40% less likely to have access to agricultural inputs than men. Women also have limited technological inputs and market access, and only 4.3% of women have access to agricultural extension services. Although women provide about 50% of the agricultural workforce, they still lack equal access to productive resources.
Due to looming threats including climate change, an estimated 20% increase in hunger is predicted by 2050. The COVID-19 pandemic and its economic aftermath likely will push 426 million more people into poverty in the next three to five years. Responding to these challenges requires creative solutions that prioritize the most vulnerable, including women and young people. To this end, CARE implemented the Pennies to Power program with generous support from the Arthur M. Blank Family Foundation. This final report describes the program’s accomplishments over the full implementation period (June 1, 2019 to June 1, 2022).
Pennies to Power played a critical role in building resilience and increasing the capacity of people to cope with crises. Moreover, it helped create thriving and sustainable communities, where farmers prosper, people are empowered, and the planet is healthier. CARE implemented the program in Malawi, Nigeria and Tanzania to build resilience, unlock market access for women and youth, and ensure they are economically and socially empowered through savings groups known as village savings and loan associations (VSLAs). Moreover, the program contributed to the achievement of the following U.N. Sustainable Development Goals (SDGs): No Poverty (SDG 1), Zero Hunger (SDG 2), Gender Equality (SDG 5), and Climate Action (SDG 13).
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Due to looming threats including climate change, an estimated 20% increase in hunger is predicted by 2050. The COVID-19 pandemic and its economic aftermath likely will push 426 million more people into poverty in the next three to five years. Responding to these challenges requires creative solutions that prioritize the most vulnerable, including women and young people. To this end, CARE implemented the Pennies to Power program with generous support from the Arthur M. Blank Family Foundation. This final report describes the program’s accomplishments over the full implementation period (June 1, 2019 to June 1, 2022).
Pennies to Power played a critical role in building resilience and increasing the capacity of people to cope with crises. Moreover, it helped create thriving and sustainable communities, where farmers prosper, people are empowered, and the planet is healthier. CARE implemented the program in Malawi, Nigeria and Tanzania to build resilience, unlock market access for women and youth, and ensure they are economically and socially empowered through savings groups known as village savings and loan associations (VSLAs). Moreover, the program contributed to the achievement of the following U.N. Sustainable Development Goals (SDGs): No Poverty (SDG 1), Zero Hunger (SDG 2), Gender Equality (SDG 5), and Climate Action (SDG 13).
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The end-line report of “Knowledge, Attitudes and Practices (KAP) Study of Women’s and Men’s Different Roles for “WE SHARE THE LOAD” Project
CARE Egypt in partnership with Ariel has implemented a project called “We Share the Load” to address women‟s economic and social empowerment and provide them with an opportunity to improve their livelihoods. The objective of the project is to enable “Women in the targeted communities to be able to economically and socially participate in lifting their families out of poverty in a society that is built on gender justice.” The project targets 1000 women/female headed household and 200 men, in two main locations within Assuit governorate: Tatalia village and Arab Tatalia.
Evaluation shows that there are a number of females who works just and that the ratio of female to family members‟ labor force participation rate in the targeted communities reached 16.8%, which indicate that women in targeted communities are economically able to participate in lifting their families out of poverty. However, since the baseline study did not measure all the project‟s indicators, the evaluation team could not assess if the goal objective is achieved or not.
On the other hand, the study tried to identify respondents‟ satisfaction with their current financial situation as compared to the year before the project to define the project‟s role in improving their financial situation. Results indicate that only 30% of respondents are satisfied with their financial situation, and 68.3% stated some improvement in their financial situation compared to previous year. This is consistent with the results of the qualitative study where respondents stated that the increase in their incomes was less than rise in prices. Read More...
Evaluation shows that there are a number of females who works just and that the ratio of female to family members‟ labor force participation rate in the targeted communities reached 16.8%, which indicate that women in targeted communities are economically able to participate in lifting their families out of poverty. However, since the baseline study did not measure all the project‟s indicators, the evaluation team could not assess if the goal objective is achieved or not.
On the other hand, the study tried to identify respondents‟ satisfaction with their current financial situation as compared to the year before the project to define the project‟s role in improving their financial situation. Results indicate that only 30% of respondents are satisfied with their financial situation, and 68.3% stated some improvement in their financial situation compared to previous year. This is consistent with the results of the qualitative study where respondents stated that the increase in their incomes was less than rise in prices. Read More...