® © 2005, CARE USA. All rights reserved. A System for Measuring Impact Organizational Performance and Learning November 2, 2010

© 2005, CARE USA. All rights reserved. What is Ubora?  Swahili word for Excellence  CARE’s Organizational Performance and Learning System  Framework uniting program and program support used for ongoing, systematic measurement of performance at all levels of the organization  Promotes organizational learning and accountability

© 2005, CARE USA. All rights reserved. What is good performance for CARE? Operations Culture Structure Strategy All aspects of the organization (culture, strategy, structure, operations) are working efficiently and effectively to achieve measurable, long-term sustainable progress toward our vision. And other stakeholders believe this is true, particularly the poor themselves.

© 2005, CARE USA. All rights reserved. Components of Good Performance QUALITY of PROCESS SUPPORT IMPACT The accumulated impact of our work shows evidence of lasting broad scale change Effectively and efficiently managing key resources and conducting operations in a way that contributes to program quality and impact achievements Evidence that our programs incorporate our principles, adhere to standards, and contribute to desired impacts

© 2005, CARE USA. All rights reserved. Measuring Program Process Three areas of focus:  Alignment to CARE’s Programming Principles in our work.  Other priority strategies, such as Advocacy, and Learning and Knowledge Management.  Adherence to technical and project management standards.

© 2005, CARE USA. All rights reserved. Program Support+ Indicators Learning and Knowledge Management 1. # and % of units that show evidence that learning is being obtained and used for organizational improvement. Resource mobilization and finance 2. % of required program budget mobilized for the next two years Human resources 3. % staff retained across funding gaps between program initiatives

© 2005, CARE USA. All rights reserved. Measuring Program Impact  Across long periods of time (10-15 years)  Beyond the output and outcome level to the impact level.  Across both project and non-project activities.  Cross-cutting themes as well as main program foci.  Outcomes and impacts across at least a minimum set of constant indicators.  Both CARE’s contribution as well as attribution  Allows the testing of the theory of change (ToC) rather then just verifying outcomes.

© 2005, CARE USA. All rights reserved. Program Indicators: MDI Plus  Millennium Development Indicators (MDIs) can be internally consistent and externally translatable  Overcome shortcomings by adapting and adding measures at the target level  Also have additional indicators  social position  enabling environment

© 2005, CARE USA. All rights reserved. Rewards  Balance current focus on financials and reward staff for achieving program quality and impact  Bring together program and program support  More informed decision-making and planning  Start looking at work more holistically and strategically beyond the project level and encourage the shift to programs  Start looking at CARE at a global level beyond individual COs