Program Initiative Questionnaire
Instructions
Purpose
This questionnaire guides a process for assessing the degree to which individual, ongoing program initiatives incorporate CARE’s Programming Principles and other key strategies. Additionally, the questionnaire helps staff to take the time once a year to take a step back from their work, reflect on their progress and identify areas for improvement.
The questionnaire is to be applied once a year to program initiatives. A program initiative is a set of coherent activities with:
- A final goal and one or more programmatic objectives, and
- Specific resources (human, financial, material) available to achieve the objectives and contribute to the attainment of the goal.
As we are in the process of transitioning to programs, at this point the tool should be applied to existing projects. We use the term “program initiative” to show that it is also important to apply these tools to non-project activities (such as an advocacy initiative) that serve similar purposes as a project that is funded by a donor, as well as to begin shifting are language and our thinking from a project world to a program one.
Applying the Tool
1)The facilitator familiarizes him/herself with the program initiative by reviewing key documents prior to administering the questionnaire (time permitting).
2)The questionnaire is completed by a group of at least three persons: 1 facilitator external to the program initiative being evaluated, and at least two people involved in and familiar with all aspects of the program initiative. It is also useful to include a note-taker so that the facilitator can primarily concentrate on the discussion, with someone else responsible for documenting it. Where appropriate, we encourage non-CARE staff (partners, allies, etc.) to be included in the dialogue.
3)Facilitators conduct interviews:
a)Explain the purpose of applying the questionnaire.
b)Fill in the general information section about the program initiative.
c)For each indicator, we have provided some questions to start and guide discussion and conversation, as well as a checklist at the bottom of the table. After you have held your discussion on the questions, please go through the checklist and check either yes or no for each question. Add up the number of “yes” checks and fill in the total number.
d)Documentthe conversation (either facilitator or note-taker). Please note areas of confusion so that we can improve the tool for the future.
e)Type up the interview into this form, or ensure that someone else does so.
f)Send the completed form to the ACD Program or another designated point person, who will email all of the forms in together to by 10 April.
General Information
Name of Country Office:
Name of Region:
Name of program initiative:
Name of program that program initiative is a part of (if none, enter “none”):
PN/FC Combination[1] (enter all that apply): PN1: /FC FC FC FC PN2: /FC FC FC FC PN3: /FC FC FC FC PN4: /FC FC FC FC
Type of program:
Sector(s) (select all that apply):
Education Health Water & Sanitation Peace Building/Conflict Resolution Governance Gender Economic Dev Agriculture/Food Sec
Advocacy HIV/AIDS Private Sector Climate Chng/Nat’l Resources
Other(s):
Total budget ($US): $0
Total # of beneficiaries:
Timeframe of program initiative: (D/M/YYYY) Start Date End Date
Donor(s)(select all that apply):
General PurposeUnrestrictedFoundation Private Donor
US Govt Australian Govt Austrian Govt Canadian Govt
Danish Govt German Govt Italian Govt Japanese Govt
Norwegian Govt Swiss Govt UK Govt Host Country Govt EU Other Govt United Nations World Bank Other(s):
Name of facilitator:
Date questionnaire applied: (D/M/YYYY)
Names of participants: 1) 2) 3)
Number of times this initiative has applied this tool:
The Questionnaire
Indicator 1: Promote empowerment (Promote a more equitable distribution of power)
Does the program initiative have a deliberate strategy to shift power relations and to empower specific marginalized and excluded groups, in particular women?
1.1 Name the specific marginalized and excluded groups, in particular women, that the program initiative seeks to empower.1.2 For each group listed above, describe what you are doing to shift power relations and to empower these specific marginalized and excluded groups. In particular, please describe which parts of the unifying framework – human conditions, social positions, the enabling environment – you are addressing.
1.3 In what ways are each of the specific marginalized groups being empowered by this strategy? What evidence – qualitative or quantitative, anecdotal or rigorous, formal or informal – do you have that marginalized and excluded groups, particularly women, are being empowered successfully?
1.4 What has been difficult?
1.5 How could the program initiative be improved in order to better incorporate the principle of promoting empowerment?
Checklist for Indicator 1: Promote Empowerment
- Has the program initiative conducted an analysis (e.g., a gender/power analysis) of which groups are marginalized and why (and/or drawn on existing analysis at the CO)?
- Does the program initiative have a specific focus on empowering women and/or girls?
- Does the program initiative have activities around all three aspects of CARE’s unifying framework (human conditions, social positions, enabling environment)?
- Does the program initiative have a process in place for periodically reviewing and refining its strategy to shift power relations, and adapting its activities?
- Does the program initiative have a process in place to measure the intended shift in power relations (indicators, qualitative, quantitative, etc)?
1. Yes No
2. Yes No
3. Yes No
4. Yes No
5. Yes No
0 1 2 3 4 5
Indicator 2: Work with Partners
Does the program initiative have strategic partnerships (non-project; non-contract specific) in place?
2.1Name the strategic partnership(s) your program initiative is involved with. A strategic partnership occurs when CARE joins at least one other organization or group to achieve something beyond the contractual activities or obligations of the organizations program initiative portfolios, with the goal of contributing to a strategy that is not just CARE’s alone.(If none, skip to question 2.6.)
2.2For each partnership listed above, describe the role that CARE plays. How active of a role does CARE play in these strategic partnerships?
2.3For each strategic partnership listed above, describe the main purpose or change goal of the strategic partnership(s) that your initiative is involved in.
2.4What impact is the strategic partnership enabling beyond the impact of CARE’s portfolio? What evidence – qualitative or quantitative, anecdotal or rigorous, formal or informal – do you have that impact is occurring and that the change goal is in the process of being successfully achieved?
2.5What has been difficult in implementing or participating in the partnership(s)?
2.6How could the program initiative be improved in order to better incorporate the principle of developing strategic partnerships?
Checklist for Indicator 2: Work with Partners
(If you have more than one strategic partnership, please choose the one you work with most extensively to answer questions 2 - 5.)
1.Does the program initiative have at least one strategic partnership in place? (If no, check “0” below and move on to the next indicator).
2.Does the program initiative’s relationship with the partner have the goal of achieving something beyond your contractual project activities or obligations?
3.Has the program initiative and partnerdiscussed and agreed upon a common goal for change?
4.Does the partnership have clearly defined roles in place for each of the partner organizations?
5.Does the program initiative have a process in place to measure the intended impact of the partnership (qualitative, quantitative, etc.)?
Name of partnership about which you answered these questions.
Add up the number of ‘yes’ boxes checked. If none, check 0. / Check either “yes” or “no” below.
1. Yes No
2. Yes No
3. Yes No
4. Yes No
5. Yes No
0 1 2 3 4 5
Indicator 3: Accountability
Does the program initiative have a functioning system in place for CARE to be held accountable by participants and civil society?
3.1 Name the specific groups in terms of participants, civil society and partners to whom your program initiative needs to be held accountable.3.2 Describe the processes in place to ensure that CARE is held accountable to each of these groups.
3.3 How is this helping these groups hold CARE accountable? What evidence – qualitative or quantitative, anecdotal or rigorous, formal or informal – do you have that our accountability to them has increased?
3.4 What have been difficulties in implementing the system?
3.5 How can the program initiative be improved to better reflect the principle of ensuring accountability?
Checklist for Indicator 3: Accountability
- Did the program initiative involve participants in the detailed design phase once funding has been received?
- Did program initiative involve relevant civil society organizations and partners (including government) in the detailed design phase once funding has been received?
- Does the program initiative have a mechanism in place to formally receive feedback (including suggestions and complaints) about its work, staff or policies?
- Does the program initiative have a mechanism in place to share information about the initiative’s progress with relevant audiences (proposal, regular reports, special studies, evaluations)?
- Does the program initiative have a process in place for periodically reviewing the effectiveness of the accountability system and improving it?
1. Yes No
2. Yes No
3. Yes No
4. Yes No
5. Yes No
0 1 2 3 4 5
Indicator 4: Promote Responsibility
Does the program initiative have a deliberate strategy for compelling those with responsibilities toward poor and marginalized people to fulfill their obligations?
4.1 What actors are you working with who have responsibilities towards the poor and marginalized? Name these actors and their specific responsibilities towards the poor and marginalized.4.2 Describe what you are doing to compel each of the specific actors to fulfill their obligations.
4.3 Is this helping those with responsibilities to fulfill their obligations? What evidence – qualitative or quantitative, anecdotal or rigorous, formal or informal – do you have that this is happening?
4.4 What has been difficult in trying to compel those with responsibilities to fulfill their obligations?
4.5How can the program initiative be improved to better incorporate the principle of promoting responsibility?
Checklist for Indicator 4: Promote Responsibility
- Has the program initiative identified specific rights that are being denied poor and marginalized people?
- Has the program initiative identified relevant people/groups/institutions that are not fulfilling their obligations to uphold the rights of the poor and marginalized?
- Does the program initiative have processes in place to ensure that the rights of poor and marginalized people are being fulfilled?
- Does the program initiative have a specific focus on ensuring that the rights of poor and marginalized women and/or girls are being fulfilled?
- Does the program initiative have a process in place to measure the intended change in rights realization (indicators, qualitative, quantitative, etc)?
1. Yes No
2. Yes No
3. Yes No
4. Yes No
5. Yes No
0 1 2 3 4 5
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Indicator 5: Address discrimination
Does the program initiative have a deliberate strategy for opposing discrimination and promoting equity, in particular gender equity?
5.1 Name the specific groups with whom you work who are facing discrimination, and explain how they are being discriminated against.5.2 Describe what you are doing to oppose discrimination and promote equity, particularly gender equity. In particular, please describe which parts of the unifying framework – human conditions, social positions, the enabling environment – you are addressing.
5.3 How is this helping? What evidence – qualitative or quantitative, anecdotal or rigorous, formal or informal – do you have that discrimination is being reduced, and equity is increasing?
5.4 What has been difficult in your efforts to oppose discrimination and promote equity?
5.5 How can the program initiative be improved to better incorporate the principle of opposing discrimination and promoting equity?
Checklist for Indicator 5: Address Discrimination
- Has the program initiative identified and prioritized specific forms of discrimination to address?
- Does the program initiative have activities specifically around opposing discrimination and promoting equity for women and/or girls?
- Does the program initiative have activities focused on changing discriminatory practices that are developed around all three aspects of CARE’s unifying framework (human conditions, social positions, enabling environment)?
- Does the program initiative have a process in place for periodically reviewing and refining its strategy to change discriminatory practices, and adapting its activities?
- Does the program initiative have a process in place to measure the intended change in discriminatory practices (indicators, qualitative, quantitative, etc)?
1. Yes No
2. Yes No
3. Yes No
4. Yes No
5. Yes No
0 1 2 3 4 5
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Indicator 6: Address Conflicts
Does the program initiative have a deliberate strategy to address potential or existing conflicts arising from shifts in power relations?
6.1 In question 1.1, you named the marginalized groups that the program initiative seeks to empower. What power relations will be altered as a result of empowering these groups, and what potential or existing conflicts might arise as a result (between individuals, communities, civil society organizations, businesses, government, societal groups, etc.)?6.2 Describe what you are doing to address these potential conflicts, or any existing ones.
6.3 How is this helping? What evidence – qualitative or quantitative, anecdotal or rigorous, formal or informal – do you have that your efforts are leading to the non-violent resolution of potential or existing conflicts?
6.4 What has been difficultin your efforts to address potential or existing conflicts?
6.5 How can the program initiative be improved to better reflect the principle of promoting non-violent conflict resolution?
Checklist for Indicator 6: Address Conflicts
- Has the program initiative identified specific groups that may be affected by shifts in power relations if the initiative is successful?
- Has the program initiative identified potential conflicts that may arise from shifts in power relations?
- Does the program initiative have processes in place to prevent, mitigate, and/or manage potential conflicts?
- Does the program initiative have a process in place for periodically reviewing and refining its strategy to address conflicts, and adapting its activities?
- Does the program initiative have a process in place to measure the success of its strategy (indicators, qualitative, quantitative, etc)?
1. Yes No
2. Yes No
3. Yes No
4. Yes No
5. Yes No
0 1 2 3 4 5
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Indicator 7: Promote Sustainability
Does the program initiative have a deliberate strategy to address and measure impact on the underlying causes of poverty and social injustice?
(Note: The term ‘underlying causes’ refers to the roots of poverty rather than the symptoms or effects of poverty. Examples of roots are discrimination and poor governance, while symptoms are hunger and lack of livelihood.)
7.1What is the main problem that the program initiative addresses, and what are the underlying cause(s) of that problem? Is the program initiative explicitly targeting this cause?(Note: if the respondent does not name an underlying cause of poverty, and the initiative does not have an explicit underlying cause of poverty that it is targeting, skip to 7.6)
7.2What specific changes in each cause are you trying to achieve?
7.3Describe what you are doing to achieve those changes.
7.4How is this helping? What evidence – qualitative or quantitative, anecdotal or rigorous, formal or informal – do you have that your efforts are leading to successfully reducing the underlying cause, or causes, that you are targeting?
7.5 What has been difficult in your efforts to address and measure impact on the underlying causes?
7.6 How can the program initiative be improved to better reflect the principle of working for sustainability?
Checklist for Indicator 7: Promote Sustainability
- Has the program initiative conducted an Underlying Causes of Poverty analysis which distinguishes the roots of poverty (ex. discrimination, poor governance, etc.) from the symptoms of poverty (ex. hunger, lack of livelihoods, etc.) and identified which root causes of poverty it will focus on? Or, alternatively, has it drawn on existing analysis at the CO?
- Has the program initiative identified specific lasting changes in the causes of poverty that it will seek to make?
- Has the program initiative identified specific actions which it will undertake in order to make these lasting changes?
- Does the program initiative have a process in place to periodically review and refine its analysis of the causes of poverty, and adapt its activities accordingly?
- Does the program initiative have a process in place to measure the lasting changes it plans to make in the causes of poverty?
1. Yes No
2. Yes No
3. Yes No
4. Yes No
5. Yes No
0 1 2 3 4 5
Indicator 8: Advocacy
Does the program initiative include a deliberate strategy for advocacy?
8.1What policy change, or effective implementation of an existing policy, is your initiative working on?(Note: If advocacy strategies have already been discussed under indicator #4, skip the questions and move straight to the checklist. If the answer to this question is “none”, skip to 8.5.)
8.2 Describe what you are doing to advocate for policy change, or for policy implementation?
8.3 How is this helping? What evidence – qualitative or quantitative, anecdotal or rigorous, formal or informal – do you have that your efforts are leading to the advocacy objective you have set for yourself?
8.4 What has been difficultin your efforts to advocate for either policy change, or policy implementation?
8.5 How can the program initiative be improved to better incorporate advocacy work?
Checklist for Indicator 8: Advocacy
- Does the program initiative have policy advocacy objectives? (If no, check “0” below and move on to the next indicator.)
- Has the program initiative either conducted, or used existing CO policy analysis to identify its policy advocacy objective(s)?
- Has the program initiative identified specific actions which it will undertake to achieve its policy advocacy objective(s)?
- Does the program initiative have a process in place for periodically reviewing and refining its policy advocacy strategy, and adapting its activities accordingly?
- Does the program initiative have a process in place to measure its progress toward achieving its policy advocacy objective(s)?
1. Yes No
2. Yes No
3. Yes No
4. Yes No
5. Yes No
0 1 2 3 4 5
Indicator 9: Organizational Learning