® © 2005, CARE USA. All rights reserved. Ubora Organizational Performance and learning 8 July 2008...

®

© 2005, CARE USA. All rights reserved.

Ubora Organizational Performance and learning

8 July 2008

WARMU


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


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.


Components of Good Performance

PROGRAM QUALITYPROGRAM SUPPORT

IMPACTThe 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


Continuous Learning & Improvement

Analysis & Reports

Targets

Indicators

Key Processes of Ubora

Accountability and

Recognition


Why measure? 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


CO Indicators: “Managing the Basics”

All COs, HQ, RMUs, Global in FY09 Drawing from existing systems Basic indicators

Primarily program support Procurement, Audit Basic project management (PMSI) and risk preparedness


CO Indicators: “Beyond the Basics”

Learning Labs FY09 More robust indicators, tied to the shift to a

programmatic approach More indicators on processes for program

quality Eventually measuring impact Learning labs will inform the rest of CARE


Measures of Program QualityThat measure the degree of incorporation and/or effectiveness of

CI programming principles Promote empowerment Work with partners etc.

Other key strategies/hypotheses Learning and knowledge management Resource mobilization Disaster Risk Reduction and Emergency

Preparedness Adherence to project and technical standards

Vision

Programming Principles

Core Guidelines

CI Project Standards

Sector/technical guidelines


Key Definitions: Program Initiative

A set of coherent activities with a final goal and one or more programmatic objectives, and which has specific resources (human, financial, etc.) available to achieve the objectives and contribute to the attainment of the goal.

May be project-based or non-project based initiatives


Pilot set of Quality Indicators

Managing the Basics; Program

Process

1. # and % of program initiatives that apply relevant technical and project management standards adopted by CARE2. Level of risk versus level of preparedness (DRR Scale)

Promote Empowerment

3. # and % of program initiatives* that have deliberate strategies to shift power relations and to empower specific marginalized and excluded groups, in particular women.

Work with Partners4. # of strategic partnerships and alliances (non-project; non-contract specific) in place.

Ensure Accountability and

Promote Responsibility

5. # and % program initiatives that have a functioning system in place to be held accountable by participants and civil society.6. # and % program initiatives that have a clear approach for compelling those with responsibilities toward poor and marginalized people to fulfill their obligations.

Address Discrimination

7. # and % of program initiatives that have a deliberate strategy for opposing discrimination and promoting equity, in particular gender equity.


Pilot set of Quality Indicators

Promote Non-Violent Conflict

Resolution

8. # and % of program initiatives that have a deliberate strategy* to mitigate and address potential or existing conflicts arising from shifts in power relations.

Seek Sustainable

Results

9. # and % of program initiatives that have a coherent strategy* to address and measure impact on the underlying causes of poverty and social injustice.

Advocacy10. # and % of program initiatives that include a specific advocacy strategy*.

Learning and Knowledge

Management

11. # and % of program initiatives that have learning objectives linked to the program’s theory of change and processes in place for pursuing their learning objectives.


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 mobilizationand finance

2. % of required program budget mobilized for the next two years

Human resources

3. % staff retained across funding gaps between program initiatives


Minimum Definition for Indicator

Relevant staff has been trained in power and gender analysis.

Power and gender analysis (needs an operational definition) has been done.

A specific change has been identified and activities developed that target all three aspects of CARE’s unifying framework.

Mechanism for reviewing accuracy of the power and gender analysis and for revising actions identified is in place.

The change in power relations is measured.

1. # and % of program initiatives that have deliberate strategies to shift power relations and to empower specific marginalized and excluded groups, in particular women.


Instrument to Collect Indicator DataIndicator 1. # and % of program initiatives that have a deliberate strategy to shift power relations and to empower specific marginalized and excluded groups, in particular women.

1.1 Describe what you are doing to shift power relations and to empower specific marginalized and excluded groups, in particular women. In particular, please describe which parts of the unifying framework – human conditions, social positions, the enabling environment – you are addressing.

1.2 In what ways are specific marginalized groups being empowered by this strategy? What evidence – qualitative or quantitative, anecdotal or rigorous, formal or informal – do you have that marginalized and excluded groups, particularly women, are being empowered?

1.3 What has been successful and what has been difficult?

1.4 How could the program be improved in order to better incorporate this principle?

1.5. Please assign a numerical rating for the extent to which your program initiative has a deliberate strategy to shift power relations and to empower specific marginalized and excluded groups. (See rating criteria below)

0 1 2 3 4 5

1.6 Please assign a numerical rating for the extent to which your program initiative has a deliberate strategy to empower women. (See rating criteria below.)

0 1 2 3 4 5

0=None of the criteria of a “deliberate strategy to shift power relations” (see operational definition) is met1=At least 1 of the criteria has been fully met2=At least 2 of the criteria have been fully met3=At least 3 of the criteria have been fully met4=At least 4 of the criteria have been fully met5=At least 5 of the criteria have been fully met6=All 6 of the criteria have been fully met

®


Program Impact Measurement


Definition of Impact

Long-term and sustainable social change that happens at systemic and structural levels and addresses underlying causes of poverty for a specific group of people


Short-comings of DM&E system

Typical systems in CARE tend to: Seldom be used beyond donor reporting. Generate a LOT of data that is never analyzed. Engage in single loop learning and not on testing

hypothesis. Not conducive to understanding social change

processes. Be good at measuring outputs and outcomes.


Key Elements 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.


Changes in Knowledge Hierarchy

Knowledge Hierarchy



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


Process of Selecting MDI +Selection through testing a draft list of indicators in Learning Labs by:

Select the marginalized and excluded groups Adjust the ratios and numbers of the MDI Develop guidance on the methods and process

for measurement and analysis Learning labs will then test the impact

measurement component of Ubora Refined and verified indicators used in rest of the

organization.

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