1. 2
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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4. 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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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

20. Government
Politicians Policymakers
Client Power
Long Route of Accountability
Short Route
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Citizens
Non Poor Poor
InclusionCoalition
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

21. 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

22. 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

23. 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

24. 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 Lifecycle3. 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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33. 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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