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Practical Approaches

to Tackle Poverty

Adriana Hoyos

Center for International Development at Harvard University

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Developing countries met ahead

of time UN’s 1st Millennium

Development Goal of reducing

by half the world’s extreme

poverty rate.

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84% of humanity lives

on less than $10 a day

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Half of the world lives on

less than $2.50 a day

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1.3 billion people remain below

the extreme poverty line with an

income of $1.25 or less a day

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1

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Let’s Talk About Billions of People

1.1 billion entered the 21st century unable

to read or write

1.6 billion do not have any type of shelter

6.5 billion do not go to college

5.5 billion do not have access to a computer

6.1 billion do not have access to safe

drinking water

1.1 billion are undernourished

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And About Children in Poverty

1 billion live in poverty (1 in 2 children)

640 million live without adequate shelter

400 million have no access to safe water

270 million have no access to health services

30.000 die per day before the age of 5

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What is Poverty?

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Inside The Multidimensional Poverty Index (MPI)

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Percentage of World Income (by 20 percentiles)

Source: International Monetary Fund

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Geography of the Rich (thousands of millionaires by country 2011)

Source: IMF, Forbes

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The poorest 40% of the world’s population

accounts for 5% of the global income. The richest

20% accounts for three quarters of world’s income.

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four

steps

to make

poverty

history, through good governance

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1.Accelerating Market-Driven Partnerships

2.Enabling an Efficient Interaction of Connections

3.Learning Driven Assessment

4.Measuring Impact

Four Steps to Make

Poverty History

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1. Accelerating

Market-Driven Partnerships

Creating Value Through Uncommon Alliances

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Today, similar challenges are faced by business and

government.

Government cannot solve emerging problems with

outdated systems and solutions. Businesses will

need to adapt as resources are increasingly

constrained and new markets emerge.

Innovative market-driven public-private partnerships

(PPPs) are a key approach to unlocking high

economic value while delivering positive social

impact.

1. Accelerating Market-Driven Partnerships Creating Value Through Uncommon Alliances

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Maintaining Value Through

Good Flow Between Actors

2. Enabling an Efficient

Interaction of Connections

Government

Politicians Policymakers

Client Power

Long Route of Accountability

Short Route

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Citizens

Non Poor

Poor

Inclusion Coalition

Providers

Frontline Organizations

Management

Flow of Services

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Mapping the Stakeholders

2. Enabling an Efficient Interaction of Connections Maintaining Value Through Good Flow Between Actors

Only accountable for

amount of money spent No measure of quality

of services rendered

Policymakers Decide how much is spent with little information on what works.

Providers Deliver service with few resources, tools or feedback from recipients.

People Receive services with little information about rights or choices. Little ability to improve service.

$$$ Services

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Understanding Defective Systems

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2. Enabling an Efficient Interaction of Connections Maintaining Value Through Good Flow Between Actors

An Accountable System with Relevant,

Reliable, Real-time information

Know choices / influence change

Improve quality of service

Provide

information on

performance

Change policy to

improve services

Give feedback on quality

of service and provider

Reflect

citizen

voice in

policymaking

Informed

Decision

Makers

Responsive

Providers

Empowered

People

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Using Citizen Feedback Loops

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2. Enabling an Efficient Interaction of Connections Maintaining Value Through Good Flow Between Actors

Designing an Efficient System

INFORM EMPOWER

Generate new information

Baselines and analysis on access and

quality of services and provider performance

to allow monitoring and comparisons.

Create/strengthen feedback mechanisms

Increase people’s participation in planning and delivery of services by pairing information with redressal mechanisms for people to take action.

Make information accessible and useful

Create tools and platforms to make

information on budget, services, reforms,

and rights more publicly available.

Strengthen local capacity

Train government and civil society organizations to analyze budgets and track service level outcomes to inform decision making.

Invest in evidence and solutions

Support research to test interventions, and

identify what works in service delivery.

Invest in institutions and leadership

Build new local institutions and identify future leaders to sustain work over time.

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2. Efficient Interaction of Connections Maintaining Value Through Good Flow Between Actors

Making the System Work

Development Partners

Elected

Policy Makers Appointed

Policy Makers Line

Ministries People Providers/Local Government

Service

Outcomes

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2. Efficient Interaction of Connections Maintaining Value Through Good Flow Between Actors

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Integrating Learning Driven Assessment

into the Strategy Lifecycle

3. Learning Driven

Assessment

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3. Learning Driven Assessment

Learning Driven Assessment Principles

Hear all stakeholders’ voices

Involve stakeholders at every stage

Exercise rigor within reason (design the

most credible assessment that is feasible).

A

B

C

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Integrating Learning Driven Assessment into the Strategy Lifecycle

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Address gaps in existing knowledge

(understand what works and why, and harvest

learning opportunities from failures).

Don't measure everything (Focus assessment

on information that will truly be used).

Collaborate, don't dictate (Co-create the

assessment with program leaders; ensure there

are sufficient resources to execute successfully).

3. Learning Driven Assessment

Learning Driven Assessment Principles

D

F

E

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Integrating Learning Driven Assessment into the Strategy Lifecycle

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Build off and build up (Don’t assess what is

already “known”, look beyond your own

organization for answers).

Borrow, don't reinvent (Re-purpose/ benchmark

existing tools).

Foster a learning culture (Implementation

needs leadership that values learning in order to

succeed).

3. Learning Driven Assessment

G

H

I

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Integrating Learning Driven Assessment into the Strategy Lifecycle

Learning Driven Assessment Principles

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Design Assessments by

Aligning Objectives & Strategy

3. Learning Driven Assessment

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Integrating Learning Driven Assessment into the Strategy Lifecycle

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Integrating Learning Driven Assessment into the Strategy Lifecycle 3. Learning Driven Assessment

Describing Interventions

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Learning Questions to Guide Assessment

3. Learning Driven Assessment Integrating Learning Driven Assessment into the Strategy Lifecycle

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4. Measuring Impact

Learning from Success (and from Challenges)

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How to Measure Impact

People,

providers, and

policymakers

know their rights,

responsibilities,

And adopt and

use outputs

Improved literacy,

numeracy and

access

Information on

Rights and

Responsibilities

Evidence/Tools

and Capacity

Broader

participation in

planning and

delivery of

services

Changes in: priorities ,

budget allocations,

implementation

processes and policy

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Inform /

Empower

Activities

Inform /

Empower

Direct

Outputs

Change in

Awareness

Changes in

Incentives &

in Behavior

Final

IMPACT

Improved

Outcomes

Make information

accessible and

useful

Invest in evidence

and solutions

Create feedback

mechanisms

Strengthen local

capacity & invest

in Institutions and

leadership

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4. Measuring Impact Learning from Success (and from Challenges)

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Summary of the Process

1. Identify the Need

2. Frame the Problem

3. Convene all Actors

4. Design an Intervention

5. Develop an Approach

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6. Demonstrate and Refine the Solution

7. Measure Impact

8. Document Best Practices

9. Replicate

10. Escalate & Sustain

Summary of the Process

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