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GOVERNANCE UNIT SUPPORT
What is Governance?
Governance Programming Guide
THE COMMUNITY SCORE CARD COP
CARE'S INSTITUTIONAL ACCOUNTABILITY
IG Guidance Note
PROGRAMMING & TOOLS
Local Participatory Development
Women's Political Empowerment
WAYS OF WORKING
Aid Transparency and Accountability
CARE LEARNING & PUBLICATIONS
Inclusive Governance Network News
Top Learning - IG Programming
IG Global Workshops
Quality & Accountability Wiki
Gender In Practice
CARE Country Office IG Strategies
CARE believes in
public authorities and service providers who are responsive to the needs and rights of all.
This means working with service providers to support them to become more transparent and responsive to poor and marginalised people.
HOW WE WORK
Local Governance Performance Assessments
WHO WE WORK WITH
We 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.
CARE's Institutional Responsiveness work follows the UK Department for International Development/IDS
model (Capabilities, Accountabilities and Responsiveness). What we mean by state capability and responsiveness is defined
WHAT WE DO
have been used to improve communication with service providers
measures taken to address issues
raised by service users
in the education and infrastructure sector. See
through the USAID-funded Hariyo Ban program, CARE focused on strengthening local governance of natural resource management groups, including building the capacity of Natural Resource Management (NRM) groups, community organizations, and increasing levels of meaningful participation by women and other marginalized groups. CARE employed approaches that support the Community Forestry Development Guidelines of 2009, including the
Participatory Governance Assessment (PGA) tool
, used to assess good governance practices in community groups. The PGA facilitates a group of selected participants to evaluate the extent to which the decision-making and management practices in a community leadership group comply with the four ‘pillars’ of good governance: transparency, participation, accountability and predictability. The assessment is guided by a set of sixteen governance indicators which participants rate as very good, good, moderate or poor. Responses are recorded on a matrix and later presented visually as a spider-web diagram. Based on this, a Governance Improvement Plan is formulated. The PGA tool helps to improve the overall functioning of a community group and its ability to manage natural resources in an equitable and sustainable manner.
Accountability and responsiveness in the Women’s Economic Empowerment outcome area
Given that in some contexts the
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.
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Examples include much of CARE and partners’ work to strengthen technical capacities and/or accountability systems within
. For example, in
CARE has been training district-level officials on good governance, including on participatory planning and inclusive budgeting; in
CARE is building capacities of providers to support survivors of gender-based violence.
Capability, accountability and responsiveness in Africa
Capability accountability and responsiveness in Latin America
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