This means working with a range of power-holders, including the state, private sector and traditional leaders, to improve their ability to fulfil their obligations and be more responsive, transparent, and accountable to marginalised groups, particularly women. This follows the UK Department for International Development/IDSCAR model (Capabilities, Accountabilities and Responsiveness). Examples include much of CARE and partners’ work to strengthen technical capacities and/or accountability systems within service providers. For example, in **Bangladesh**CARE has been training district-level officials on good governance, including on participatory planning and inclusive budgeting; in Zambia CARE is building capacities of providers to support survivors of gender-based violence.

Capability, accountability and responsiveness in Africa

Accountability and responsiveness in the Women’s Economic Empowerment outcome area

Given that in some contexts the private sector is equally or even more powerful than the state itself, there is particular attention to promoting greater responsiveness and accountability of companies, at all levels in value chains. Mondelez included the requirement for Community Action Plans, based on the Community Development Committee model developed by CARE and partners in Cote D’Ivoire. In Sri Lanka, tea plantation workers, trade unions and tea estate managers established Community Development Forums, a space that proved effective in promoting dialogue and greater responsiveness of private sector actors working in marginalised communities, as well as a positive social and economic return on investment.