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?
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.
Culture
Strategy
Structure
Operations
IMPACT
Components of
Good
Performance
The accumulated impact
of our work shows
evidence of lasting broad
scale change
SUPPORT
Effectively and efficiently
managing key resources
and conducting operations
in a way that contributes
to program quality and
impact achievements
© 2005, CARE USA. All rights reserved.
QUALITY of PROCESS
Evidence that our
programs incorporate our
principles, adhere to
standards, and contribute
to desired impacts
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
Resource
mobilization
and finance
Human
resources
© 2005, CARE USA. All rights reserved.
1.#
and % of units that show evidence that learning
is being obtained and used for organizational
improvement.
2. % of required program budget mobilized for the
next two years
3. % staff retained across funding gaps between
program initiatives
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
© 2005, CARE USA. All rights reserved.