April 26-28, 2009

CARE Bangladesh’s strategic plan for 2002-2006 set the organization towards a rights based
approach. Over time this led to a focus on poorer and more marginalized populations that most
development actors do not reach. It also led to an emphasis on social and political analysis to
understand the underlying causes of poverty and marginalization.

The strategic plan for 2007-2011 followed on from previous one, but is far more ambitious in
what it attempts to achieve. In this plan CARE Bangladesh has framed a new mission statement
with greater emphasis on the voices of poor and marginalized; using our grassroots experience to
build knowledge, and influencing public opinion, development practice and policy. The new
strategic plan also highlights CARE’s intent to contribute to exponential impact. This has led to
the articulation of a strategic direction around building a learning culture, and another on
building organizational relevance.

The focus on deeper impact and building a
learning culture along with findings from
the Strategic Impact Inquiry on women’s         CARE Bangladesh Impact Groups
empowerment led to the construction of a
strategic programming framework within                                                  M
a program approach. CARE Bangladesh                                                     in t m a
                                                                             ms &          ur rg
                                                                        com ter              ba in
                                                                                               n ali
constructed four long term programs called                          le & disas ange
                                                                eop by l ch
                                                                                                 ar ze
                                                                                                   ea d
                                                              P ed         a                         s
impact statements, each focused on a broad                       ct ment
                                                             affe iron
                                                              en v
population group, called the impact group.                                       Most
                                                          EP people in        Marginalized
These impact groups are overlapping, with                 Rural Areas           Women
the most marginalized women and girls at
the center. The choice of these four impact
groups represents CARE Bangladesh’s
journey since 2001 towards greater impact
on the lives of poorer and more
marginalized groups, and to address the
underlying causes of poverty and marginalization.

The conceptual framework of the impact statements has been built using the analysis and
programming experience of CARE and other actors in Bangladesh. The impact statements
represent CARE Bangladesh’s four long term programs and they will drive our programming
over the next 10-15 years. Drawing on our best knowledge of what works, theories of change
have been developed for each impact statement. They will be refined and tested over time. A
measurement and learning system is being constructed to enable CARE Bangladesh to measure
and construct evidence about the breadth and depth of the impact our work is contributing to.
This is linked to CARE’s global Ubora system.

CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                                      1
The construction of the conceptual framework of the impact statements is a key part of work for
the strategic direction on organizational relevance and identity (see strategic direction 1 in Annex
1), which will begin to be created around our four impact groups and the issues associated with
significant improvements in their lives. Aligning all CARE Bangladesh’s work with the impact
statements represents for CARE Bangladesh the shift to a program approach. On this journey,
CARE Bangladesh has been selected as one among eight learning labs, which brings with it, both
additional support from CARE USA and others, as well as the responsibility to reflect and share
our experience widely in the CARE world.

The main objectives of the Program Strategy Review and Action meeting in Koitta focused on
building a shared understanding of the strategic programming framework and reaching
agreement on priorities for CARE Bangladesh to enable the shift to a program approach
within this framework. In addition, following the Koitta meeting, sessions were organized at
CARE Bangladesh headquarters on April 27 th and 28th to identify key behaviors among senior
staff that would support the shift to a program approach.

The participants at the meeting consisted of 35 people at mid and senior levels from around the
country offices. In addition, we were joined by visitors from CARE USA (Kevin Henry, Senior
Director, Sustainable Livelihoods Cluster; Natalie Hicks, Deputy Director – Program Quality,
ARMU; Meg Burns, Director Global Staff and Organizational Development, CARE USA;
Rebecca Waugh, Senior Advisor Global Support and Partnership, CARE USA; and Cathy
Emery, Cathy Emery, Program Quality Advisor – Mekong, CARE Australia. The participant list
is attached as Annex 2.

The shift to a program approach involves changes in almost every aspect of CARE Bangladesh’s
work. Guided by discussions at the Asia Regional Program Quality meeting held in Bangladesh
in January 2008 CARE Bangladesh identified and adopted eight work streams (areas of work)
that were seen as important to the shift to a program approach. CARE Bangladesh’s learning lab
plan for the shift to a program approach is structured around these eight work streams. Work has
begun on four of them to date. At
Koitta, it was not possible to talk about
                                                   CARE Bangladesh as a Learning Lab
the detail of all the work streams,
                                                   Eight work streams for the shift to program
however, this report and the learning lab          approach..
                                                                  A. Defining and
action plan will follow the structure of                          conceptualizing impact
these eight streams to facilitate                                 statements

consistency with the action plan.                                                     B. Developing and using
                                                                                      impact measurement and
                                                        D. Review of
                                                        organizational                       learning systems and
                                                        systems and practices                standards
In the following pages, for each work                   to enable the shift
stream we will describe a) the priorities                                       C. Operationalizing a
                                                                                                           E. Resourcing
                                                                                program approach on
under the work stream; b) the focus of                                                                     strategies –
                                                      F. Developing             the ground
                                                                                                           transition and
the Koitta conversation (if discussed);               purposeful
                                                                                                           medium term
                                                                        G. Shifting our
and c) actions and priorities agreed, in                                identity (internal
                                                                        and external)           H. Change
particular actions for FY10.                                                                    communication

CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                                            2

The focus in this work stream is the work required to conceptualize and construct the impact
statements. This process started in CARE Bangladesh in 2007 with the identification of the four
overlapping impact groups that CARE Bangladesh’s long term programming efforts would focus
on. Each impact statement has three sections: i) Analysis to support it (underlying causes;
description of manifestations of poverty and marginalization; and vulnerability analysis) 1; ii)
Program practice (the impact vision/ goal, the theory of change, key breakthroughs and key
strategies and approaches); iii) Learning and Impact (monitoring macro trends; measuring
impact; monitoring progress of key domains of change and validity of the theory of change). For
each impact statement CARE Bangladesh is developing a one-page summary capturing the main
points in these three areas and a detailed 20 page discussion paper.

All of the analysis for these impact statements was drawn from various project documents and
sessions with Dhaka based and field staff in Rangpur and Dinajpur, Sunamganj, Tangail and
Bagerhat. In addition, wellbeing analysis conducted by the Shouhardo project and the Nijera
pilot; the Strategic Impact Inquiry studies conducted by large groups of field teams involving
almost 90 field researchers and numerous program participants; vulnerability analysis from the
RVCC project, and gender and VAW analysis in the Protirodh and PHL projects was used
extensively. The design process used for the SETU project, which included both field and
Dhaka processes was instrumental in consolidating our thinking about extreme poverty. At the
time of the Koitta meeting, one-page summaries for each impact statement and discussions
papers for two of the impact statements had been drafted.

Discussions at Koitta for this work stream focused on the theories of change (TOC) and
breakthroughs for two of the impact statements. The organizers felt that while senior staff had
good knowledge on the four population groups, understanding or knowledge about the theories
of change was inconsistent. As the TOC represent the heart of the impact statements, it is very
important that all senior staff understand them well, and that they drive program development at
CARE Bangladesh.

In relation to breakthroughs, as CARE Bangladesh is one of the first country offices to develop
breakthroughs, little is known about what these represent. The conversation at Koitta produced
some key insights into breakthroughs and their importance. While we are good at achieving
incremental change, articulating breakthroughs can help us achieve much greater impact. They
can help set ambition and dramatically increase the scale of our impact (both breadth and depth).

Some important characteristics of breakthroughs:
 Breakthroughs represent a change that affects the breadth of our impact on our impact group
   (significant and increasing numbers of our impact group – an increasing trend) as well as the
   depth of impact (level of wellbeing or transformation in the lives of our impact group);
 During discussions on geography, the importance of context analysis for each of CARE’s priority regions was
highlighted. This is discussed further in work stream B.

CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                                   3
   Over time they will help construct our identity and relevance in the country;
   Breakthroughs can be planned or occur spontaneously and be then used to galvanize or focus
 A breakthrough is only a breakthrough is we use it as one.
Staff are encouraged to discuss these points with each other to develop greater clarity on the
significance of breakthroughs

An example of a five-year breakthrough identified at the Koitta meeting for the impact statement
focused on extremely poor people in rural areas is: Legislation passed requiring UPs to have
                                                           representation of EP on most of their
  Impact Group and sub-groups: The focus of our impact     standing committees.
    statements, these our people on whose lives we wish to have
    primary impact.
                                                                       A third key issue discussed in relation
    Target Group: They play a role in creating greater impact on       to this work stream is the terminology
    the lives of the impact group, e.g. social elites, UP officials,   around our program participants
    etc. Specific strategies will focus on including these target      and various other actors. In the
    groups and influencing change in their behavior/ roles in          transition to a program approach that
    development, however, CARE BD will primarily hold itself
    accountable to impact in the lives of its impact groups.
                                                                       puts people at the center, it has
                                                                       become increasingly important for
    Stakeholders: They include actors who CARE believes are            CARE Bangladesh to develop
    important for the desired change to occur. They are not            consistent terminology to describe
    necessarily considered the target of the action, but important     various people and groups. The
    contributors. These include donors, partners and peers, CARE
    International members, various levels of government, private
                                                                       terminology being used by CARE
    sector actors such as chambers of commerce, private sector         Ethiopia and a few other country
    infrastructure, research organizations, universities, sources of   offices has been adopted: Impact
    finance, service providers.                                        groups, Target Groups and

Key actions include completing the conceptual development of the impact statements,
including investing in assistance for analysis related to the impact statements focused on urban
marginalized groups and people and communities prone to disaster and environmental change.
In addition, agreement was reached on the preparation of a set of Technical Strategy Papers for
the impact statements. The reason for developing these papers is to ensure that we employ
strategies that are most likely to result in the change we seek in the lives of our impact groups
(and not just continue to do what we have been doing). It is also important that we continue to
ensure technical excellence in the most relevant technical areas related to the theories of change
in our impact statements. It was agreed that technical strategy papers would be developed for the
following technical areas: Governance; Economic Empowerment; Health (including
reproductive and sexual health); Food Security and Nutrition; and Education for
Empowerment. In addition, a paper will be developed on Operational Strategies and
Approaches, covering CARE Bangladesh’s approach to community mobilization (the
community led approach), site selection, spatial spread, partnerships, sequencing of activities,
and scale up. Two additional commitments under this work stream were added to initial ideas
brought into the meeting: to review the Gender Analysis Framework to align it with the
analysis in the impact statements, and the findings from the women’s empowerment SII; and to

CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                                 4
develop the “Mothers Matter” Signature Program Strategy in alignment with the impact
statements and CARE Bangladesh operational strategies and approaches.


The Program Impact Measurement and Learning system is part of the country office
measurement and learning system being constructed, linked to CARE’s global Ubora system.
There are three parts of the country office measurement and learning system: Program Impact,
Program Process and Program Support. This work stream is about constructing and using the
impact measurement piece of the measurement system (however, may be expanded later to
include the other two sections too). The impact measurement framework associated with each
impact statement will include i) measurement of key macro trends related to that impact group;
ii) measurement of impact for each impact group; iii) monitoring of incremental change and
progress towards breakthroughs; and iv) monitoring assumptions and reflection on the
continued validity of each theory of change. The impact measurement piece of this system will
work at multiple levels: local (household, community, union); regional; and aggregated to
national level (across the country). The system will measure impact in terms of breadth
(numbers reached directly and indirectly) and depth (the level of wellbeing or transformation).

This work stream was not discussed further at Koitta. However, discussions in relation to
program development highlighted the urgent need to complete the design for the country office
measurement and learning system and the need to measure impact at the level of each key
operational region.

While this work stream was not discussed at Koitta, it requires high priority and focused
attention and technical support in FY10 to be able to fulfill the promise of being able to capture
evidence of CARE’s contributions to impact, to test the theories of change, and to learn from
CARE Bangladesh’s shift to a program approach. It will also be an area of work where
significant capacity will need to be built over the next two fiscal years, and the demands of the
system and are going to require investment and consideration of changes in structure.

A key focus of the work in this work stream relates to completing the design of the country
office measurement and learning system linked to the global Ubora system, which will involve
finalizing breakthroughs, indicators, and outlining levels of work and methods. External
assistance will be required in FY10 for this. The risk of not getting good assistance are
significant: i) we could end up with a system that is simply too heavy and complex to be of much
use (it takes a lot of experience and skill to pull together a useful and light system); ii) it may
take too long to develop the system, and we will miss the opportunity of ensuring that our newest
projects develop M&E systems that are consistent with the country office measurement
framework. In the week following the Koitta meeting, with assistance from Michael Drinkwater,
the PQ team discussed some of the challenges or constructing the country office measurement
and learning system. This conversation was then deepened in Nepal, and has led to an emerging

CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                       5
set of principles for guiding the development of cost-effective and feasible impact
measurement and learning systems.


This work stream is at the heart of the program shift and will drive much of the work under the
remaining work streams. The impact statements describe a conceptual framework and analysis
that will guide all of CARE Bangladesh’s programming over the next 10-15 years. Through
their focus on impact groups, they will help us hold ourselves accountable to changes in the lives
of these populations. They are different to projects in the sense that the impact statements are
not implemented as separate programs ground, but rather, they interact and overlap and
are operationalized in regional programs through sets of projects (CARE and others). This
is an important difference because it has important implications for our programming:
     It makes the interaction of projects within regions and the links between them very
        important for the program shift.
     It means that we will have to be much more purposeful about our geography and
        geographic spread in the coming months and years if we are to achieve the impact we
        seek through holistic programming in regions.
     Each geographic region (and staff based in regions) becomes much more important
        in future program development and in our measurement, learning and knowledge
        building. This will have important implications on all of the work in work stream D.

Initial work related to this work stream was piloted in Sunamganj district, beginning in 2008.
This district was chosen because of the existence of four projects operating out of a field office
in overlapping unions and communities. The discussions and lessons from the Sunamganj pilot
have been invaluable in understanding the nature of the shift, how we operationalize it, and
getting a better appreciation for the competencies and capacities required. While this pilot work
in Sunamganj has been useful, it is important at this stage to broaden this work to a regional level
of the haors. In addition, the start of new projects in the northwest (SETU, EC NSA and the new
Gates Women’s Empowerment and Agriculture design initiative) opens opportunities in the
northwest to operationalize the program approach.

Discussions at Koitta on this work stream focused on getting drawing together thinking related to
CARE Bangladesh’s geographic presence over the next 10-15 years. In addition to the reasons
cited above, it is important for CARE Bangladesh to make decisions about geography because
Bangladesh is regionally diverse and context matters. Our experience to date has shown us that
we will need to invest in regions to operationalize the program approach. CARE Bangladesh
will need to make decisions on how to invest and how many regions it can invest in over the
coming years. The discussion highlighted the levels of confidence and clarity about the four key
regions being considered: Haors (Kishoreganj, Netrakona, Sunamganj, Habiganj); Chars
(Kurigram, Lalmonirhat, Gaibanda, Jamalpur, Bogra, Sirajganj, Tangail); Northwest mainland –
monga prone (Gaibanda, Rangpur, Nilphamari, Kurigram, Lalmonirhat); Coastal (districts not

CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                       6
clear); Urban (needs further discussion after analysis for urban impact statement is deepened to
better understand the link to urbanization and migration patterns.

Scale of Impact
Discussions on geography and scale led to a deeper understanding about how we can maximize
our scale of impact, exploring both breadth of impact (numbers of people in our impact group
reached) as well as the depth of impact (level of wellbeing or transformation in the lives of
impact group). Breadth of impact is maximized by thoughtful strategies to reach increasing
numbers of people in our impact groups a) directly through CARE and partner implemented
program initiatives; b) through policy advocacy and systems approaches (e.g. health systems
strengthening in remote areas or promoting pro-poor economic opportunities in a region); c) by
contributing to the achievement of breakthroughs that expand opportunities for greater numbers
of development actors to engage in programming for deeper impact on the lives of our impact
groups; and d) by sharing lessons on good practice and mistakes widely with other actors and
influencing secondary adoption.

Role of various groups and teams
CARE Bangladesh has various functional teams and units (17 at last count). It is not clear if all
these entities are still relevant. Further, it is important that we begin to look at the purpose and
function of each of these teams and units, and their role in furthering the program shift. At Koitta
we began to unpack this for three teams (COMAT – the country office management team;
Impact statement groups constructed a few months ago to support the process of developing
impact statements; and ROMT/ FOMT – regional or field office management teams). Key
issues highlighted included the need for “honest internalization of the program shift” by
COMAT members and stronger links to ROMT/ FOMT; the need for streamlining of the TORs
of the Impact Statement groups and inclusion of these functions in the job descriptions of
members. The role of ROMT/ FOMT will undergo significant revision to revisit their role and
function, particularly as it relates the shift to a program approach.

The key commitments related to taking this thinking forward – finalizing our thinking on
geography to produce clear guidance on thinking about geography related to operational areas
over the next 10-15 years. A further step required to complete this exercise is to consult the
newly developed WFP maps that were issued in April 2009. It was noted that recognizing the
key geographic regions as units driving our programming is extremely important for our
journey moving forward. This will influence several of our systems and practices (work stream
D), including perhaps our calculation of SPC in regions; Program design and development and
the creation of common program resources such as context analysis, data systems for the
region, and mapping of key actors; Relations between field offices (e.g. Kishoreganj and
Sunamganj field offices in the Haor region); Greater links between projects in a region. These
actions have implications for the roles of various teams – and the significant change required in
the role and capacities in regional office teams was acknowledged. In Koitta we also committed
to reviewing the TORs and functions of all teams and units, particularly with the eye to
articulate their role in relation to the program shift at CARE Bangladesh.

CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                       7

This work stream focuses on adjusting organizational systems and practices to enable the shift to
a program approach. It includes both program and program support systems and practices. The
learning lab action plan for CARE Bangladesh’s shift to a program approach lists a range of
areas which will need to be adapted or reviewed to pursue the program shift agenda. This list
needs to be further developed and refined. Examples of some areas highlighted related to human
resources (competencies, recruitment practice linked to talent management, local leadership
building, identifying competencies required); financial management (particularly as we attract
multiple sources of small amounts of funds, including from non-traditional sources, e.g. for
research and studies).

A look at the scope of work within this work stream reveals a large scope of work in need of
some streamlining, prioritizing and structuring. The Koitta meeting did not allow for sufficient
time to explore all of the detail of this work stream, however, COMAT has noted since that this
work stream needs to be unpacked and a clearer action plan developed to systematically review
our systems. Many of the issues located within this work stream are program support ones, and
the arrival of the new ACD for Program Support and a now fully staffed program support team
us to pick up the pace in this work stream.

Systems and processes for Program Design and Development
A key part of this work stream is evolving our systems and capacity for program design and
development to align with the program shift. Our discussions and decisions around geography
have led us to a better appreciation of the importance of the way we operate in our key regions.
CARE Bangladesh’s four impact statements (or long term programs) interact and overlap, and
are operationalized in regional programs through projects and initiatives. The ways in which the
impact statement interact and evolve and develop in each region will be affected by local
context, events, history and other development actors. This makes it increasingly important that
we grow the ability in our regions to build coherent programs that connect and contribute
to achievement of our four impact visions at a national level. Over the next few years these
key regions are going to be the focus of CARE Bangladesh’s program evolution. Teams in each
of these regions will maintain common program resources (e.g. context, UCP, gender and power
analysis; data systems that monitor trends and breakthroughs; knowledge in key program themes
related to the impact groups; and
relationships) to inform future work, and
data that shows evidence of our                     Pinpointed Behaviors to Enable the
contributions to impact and knowledge                           Program Shift
                                               COHESIVE LEADERSHIP
Pinpointed Behaviors                           For CARE Bangladesh to achieve greater impact, every
For two days following the Koitta              member of COMAT uses every substantial opportunity to
                                               discuss the program shift action plan; and sincerely supports
meeting, a smaller group of senior staff       COMAT decisions in word and behaviour.
worked with Meg Burns and Rebecca
                                               SUPPORTIVE MANAGEMENT
                                              To produce optimum CARE business results, all managers
                                              at all levels consistently engage with supervisees to maintain
CARE Bangladesh Program Review and Action   Meeting, Koitta, April2009 and motivational working
                                              an open, supportive, positive,
Waugh to identify behaviors to focus on to enable the change required at CARE Bangladesh for
the program shift. This work was built on the premise that successful change is dependent on
human behavior and what people do or do not do to make change. Through the application of a
selection of a couple of behavioral science tools the group sought to pinpoint key behaviors
required in support of the shift. The two behaviors selected (Cohesive Leadership, focusing on
COMAT members and Supportive Management focusing on all managers in CARE) are
presented above.

Program design and development guidance has been drafted for CARE Bangladesh in support
of the shift. This will be reviewed, finalized and put into action over the summer. Over the three
weeks following the Koitta meeting, actions and commitments supporting the identified
behaviors were detailed out with COMAT members, which led to a set of concrete
commitments in support of the key behaviors by all members. These activities are being merged
into the learning lab action plan for CARE Bangladesh’s shift to a program approach. Another
important action that has taken place has been the restructure and linking of the program
quality and program development teams. The changes in structure reflect clearer links
between the program quality and program development teams; a larger core to support the
development of new programming initiatives, and greater attention to communicating about the
program shift, and systematizing social analysis support to projects.


This work stream includes attention to strategies to mobilize resources for long term
programming. The work content here includes developing a plan to source resources both, from
existing donors who are likely to support the program shift and invest in it if we are successful
in courting them, as well as new sources of funds, and funds that are more flexible in nature.
CARE Bangladesh acknowledges that for some donors the shift to a program approach will
appear to be a distraction, and it may not be necessary to communicate to these donors about the
shift until we reach a point where we have evidence of leveraging their resources to achieve
deeper impact. Our resourcing strategies will need to include plans to cultivate donors for both
short term projects, and more strategic program shift agendas. In the short term all of the
work described in the work streams will require some investment, without which the shift will be
fraught with risk. It is vital therefore that we are strategic about how we resource our transition,
and our long term programming, while continuing to maintain a fairly steady pipeline. For a
country office the size of CARE Bangladesh with its credibility and legitimacy in the country,
this brings both significant challenges and significant opportunities.

This work stream was not discussed at Koitta. The work to be done under this work stream will
be detailed by COMAT in early FY10.



CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                       9
This work stream is about cultivating purposeful relationships towards achieving the impact
visions. CARE Bangladesh’s mission statement speaks of using purposeful relationships with
civil society, government and private sector to channel knowledge drawn from CARE’s
grassroots and global experience to amplify the voices of the poor and marginalized in ways that
influence public opinion, development practice and policy at all levels. The impact statements
can help outline more clearly the specific relationships that are important for CARE Bangladesh.
They also make purposeful relationships a necessity in order to achieve the scale of impact we

While the work stream was not discussed at Koitta, there has been recent thinking around local
NGO partnerships driven by new proposal development and design processes. The work under
this work stream will be developed drawing on the breakthroughs and most important
knowledge areas for each impact statement. The work under this work stream will move far
beyond local NGO partnerships to explore a whole gamut of formal and informal relationships.


The internal gender around shifting identity is related to cultivating a greater focus on population
groups in our key geographic regions as driving our discussions and ways of working. For
program staff this will mean a highly adaptive shift from project identities (loyalty and identity
associated with the project contract that each staff members is funded) through to a feeling of
identity that is more linked to population groups or CARE’s overall mission, thus enabling
greater team work and learning and working across projects within each geographic region. This
shift is essential to the program shift and to furthering the CARE Bangladesh strategic direction
around organizational relevance. Externally this work stream is about being strategic about how
we communicate with external development actors, be they donors, government, citizen groups,
NGOs or the private sector. Not all our stakeholders need to know or understand the detail of the
impact statements, but some do. This work stream is about identifying our audience for a
shifting identity; articulating the ways in which we would like to shift our identity and why; and
outlining a strategy for a shifting identity, including subtle and non-subtle ways to influence this
shift over time. The Regional Program Quality meeting in January 2008 in Sylhet had a set of
recommendations for CARE Bangladesh on this work stream.

This work stream was not discussed at Koitta. The work to be done under this work stream will
be detailed by COMAT in early FY10.


This work stream is closely linked to work stream G, and focuses on communicating for change,
both internally and externally. Internally it is about communicating with staff and partners in all
corners of CARE Bangladesh engaging them and their best thinking in the program shift;
building a shared conversation and understanding over time about CARE’s program intent; and
building knowledge in key areas over time. Externally it is about aligning ourselves with

CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                      10
appropriate actors in support of our impact groups and communicating in ways that helps us
achieve the greatest effectiveness in pursuing our impact visions collaboratively with other
development actors. Internally this also means surfacing and addressing tensions or
misperceptions about the shift to a program approach. The idea of a program shift is a complex
one, and it will not be possible to simplify all communications, however, the intent here will be
to ensure that communications are clear, even if they are about complex ideas.

This work stream was not discussed at Koitta. The work to be done under this work stream will
be detailed by COMAT in early FY10.

CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                    11
    Annex 1: LRSP Schematic

    Annex 2: List of participants

                                          CARE Bangladesh
                                            April Meetings
                                  Venue: PROSHIKA Koitta, Manikgonj.
                                        Date: 25-28th April 2009
                                                        Office/                  Signature
#            Name                 Designation
                                                     Organization   26.04.2009   27.04.2009   28.04.2009

1    Kanika Mittra           OM                       Sunamganj

2    Arif Abdullah Khan      PC - FRRAS               Sunamganj

3    Hamidur Rahman          ROMT                       Rangpur

4    Anowarul Haque          TL - SETU                  Rangpur

5    Zakir A. Khan           RC - SHOUHARDO           Kishoreganj

6    Maya Rani Roy           ASO - MMO                   CBHQ

7    Selim Reza Hasan        Coordinator                 CBHQ

8    Mishael Aziz Ahmad      PO Marketing - EDU          CBHQ

                             Director -
9    Dr. Farhana Ahmad                                   CBHQ
                             Prog. Monitoring and
10 Mehrul Islam                                          CBHQ
                             Learning Coordinator
                             Impact & Evaluation
11 Eliza Islam                                           CBHQ

12 Habibur Rahman            Gender Adviser              CBHQ

                             Team Leader -
13 Faheem Khan                                           CBHQ
                             Team Leader -
14 Imtiazul Islam                                     Sunamganj

    CARE Bangladesh Program Review and Action Meeting, Koitta, April2009               12
                                                          Office/                   Signature
#             Name                Designation
                                                       Organization    26.04.2009   27.04.2009   28.04.2009

15 Abdul Wahed                ERP - Coordinator           CBHQ

                              Regional HR &
      Munmun Salma
16                            Change Management           CBHQ
                              Team Leader -
17 Dr. Rupali Sisir Banu                                  CBHQ
                              GFATM, HIV

18 H. K. Das                  NTC - SHOUHARDO             CBHQ

                              Program Director -
19 Jahangir Hossain                                       CBHQ

20 Kalpana Rani               PC - Protirodh              CBHQ

      Reza Mahmud Al          Team Leader -
21                                                        CBHQ
      Huda                    Education
22 Seema Gaikwad              Coordinator -               CBHQ

23 Julia Ahmed                COVAW TL                    CBHQ

24 Andrea Rodericks           ACD - Program               CBHQ

25 Stav Zotalis               ACD - Program               CBHQ

26 Yasir Deafalla             ACD - PS                    CBHQ

27 Nick Southern              Country Director            CBHQ

28 Lauren Conway              CARE Fellow              CARE USA

                              Director Global Staff
29 Meg Burns                  and Organizational       CARE USA
                              Senior Advisor
30 Rebecca Waugh              Global Support and       CARE USA
                              Executive Director for
31 Kevin Henry                Sustainable              CARE USA
                              Deputy Regional
32 Natalie Hicks                                          ARMU

     CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                 13
                                                        Office/                    Signature
#            Name                Designation
                                                     Organization     26.04.2009   27.04.2009   28.04.2009
                             Program and Project
33 Michael Drinkwater                                 CARE USA
                             Standards Director

34 Mary Picard               Consultant

35 Cathy Emery
   Munshi Obaidul
36 Islam                     GM Administration           CBHQ

    CARE Bangladesh Program Review and Action Meeting, Koitta, April2009                 14

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