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INDICATORS OF IMPACT AND EFFECT 1

Indicator #1 (impact indicator) # and % program initiatives that make a contribution to the Millennium Development Goals.

Importance: This indicator consolidates the contributions to the MDGs. All program initiatives should define which MDGs they contribute to. This indicator simply determines the number of program initiatives that are clearly associated with the MDGs. It provides an overview of the percentage and number of program initiatives that contribute to the MDGs.

Definition of key words: Contribution to the MDGs: Progress toward achieving MDG targets to which CARE has contributed.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: A large number of program initiatives should contribute to the MDGs. In some cases, the initiatives may contribute to impacts not covered by the MDGs (equal distribution of power, reduction of discrimination). For CARE, these issues are as relevant as the MDGs. Each program initiative should contribute either to the achievement of an MDG or to some of the other impact objectives in the list of indicators. The country office should review the guide of alignment of the strategy with program principles and the MDGs, and establish objectives with respect to the MDGs. These objectives should be established when the country office is preparing or revising its strategic plan.

Baseline: Using the current portfolio of program initiatives, determine how many contribute to the selected MDGs.

Performance measurement: This indicator can be measured biannually.

Required data Data collection Data source Frequency Data analysis2 . Number of program initiatives 1. Review data on the MDGs to Tool C (based on baseline This indicator should be To what MDGs did CARE that contribute to a least one which CARE interventions surveys and evaluations). Data measured biannually. contribute? What was CARE’s MDG. contribute. on advances of the contribution toward achieving these MDGs? What strategies . Total program initiatives country/region/area with 2. Review baseline data and respect to the MDGs analyzed. were most successful for analyzed. evaluations of the program advancing toward the initiatives. achievement of the MDGs? Why?

1 These indicators address impacts not included in the Millennium Development Objectives but that are important for CARE. The specific impact objectives associated with the MDGs should be established by each country office based on a review of the MDGs and of the process proposed by the organizational performance initiative. The selection of the MDGs that the country office will contribute to can be carried out when the strategic plan is being developed or revised. 2 The questions are for qualitative analysis. They are questions to stimulate discussion once the data on the indicators have been obtained. Given that the indicators are quantitative (numbers, percentages, etc.), the questions for analysis seek to further explore the results and generate a process of discussion.

Indicator #2 (impact indicator) # and % of program initiatives that achieve results in terms of the more equitable distribution of power.

Importance: This indicator measures one of the impacts not covered by the MDGs but which is crucial for CARE programs. It is used to evaluate how and to what extent the distribution of power has shifted in the environments in which we work. This can be at several levels, in other words, at the level of the household (in terms of who makes the household decisions) and the community (in terms of who decides on community affairs) as well as at higher levels (municipalities, provinces and the nation as a whole). Obviously, this will depend on the emphasis CARE program initiatives place on each level. The important thing is for our programs to include activities to promote the inclusion of populations that have traditionally been excluded from decision making processes at one or several levels.

Definition of key words: More equitable distribution of power: Increase in the level of participation of excluded groups in processes concerning their own development.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: The objectives will depend on the emphasis that the program initiatives place on shifting the distribution of power. Baseline: Based on the current portfolio of program initiatives, determine how many have contributed to the more equitable distribution of power. Evaluations will be the main information source. Performance measurement: This indicator can be measured biannually.

Required data Data collection Data source Frequency Data analysis . Number of program 1. (If possible), include in the Tool C (based on baseline This indicator should be Did the initiative include a strategy to initiatives that have achieved assessment of the program surveys and evaluations). measured biannually. achieve a more equitable distribution of a more equitable distribution initiative the level of the power? What were the results? What of power. program’s impact on the factors contributed to the achievement of distribution of power. the results in terms of the more equitable . Total program initiatives distribution of power? What factors analyzed. 2. Review evaluations of the impeded advances in this area? In the program initiatives. evaluation, what difficulties were encountered for identifying impacts in terms of the more equitable distribution of power? Was it difficult to measure this impact?

Indicator #3 (impact indicator) # and % of program initiatives that achieve results in terms of the promotion of equality and the reduction of discrimination.

Importance: This indicator measures one of the impacts not covered by the MDGs but which is crucial for CARE programs. It is used to evaluate our impact on reducing discrimination. For CARE, it is not only important to have an impact on health, education, income, etc. but to ensure that these are equally accessible to everyone and that they improve the situation of the most excluded populations (frequently women, young people, indigenous groups, etc.).

Definition of key words: Discrimination: Limitations in the exercise of rights for reasons of gender, race, nationality, ethnicity, class, religion, age, disability, sexual orientation or opinion.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: The objectives will depend on the emphasis that the program initiatives place on reducing discrimination. Baseline: Based on the current portfolio of program initiatives, this tool will be used to evaluate achievements in reducing discrimination. Performance measurement: This indicator can be measured biannually.

Required data Data collection Data source Frequency Data analysis . Number of program 1. (If possible), include in the Tool C (based on baseline This indicator should be What factors contributed to initiatives with results in assessment of the program initiative surveys and evaluations). measured biannually. achieving the results in terms of reducing discrimination. the level of the program’s impact on reducing discrimination? What reducing discrimination. factors impeded progress in this . Total program initiatives area? What have we learned with analyzed. 2. Review evaluations of program ini- respect to reducing discrimination? tiatives in terms of impacts by popula- tion groups (gender, ethnicity, age, etc.).

Indicator #4 (impact indicator) # and % of program initiatives that partners, participants, donors and other actors believe have an impact on poverty, discrimination and social injustice.

Importance: This indicator measures how CARE’s impact is perceived by other organizations and individuals. The opinions of others with respect to the results of our work are important because they not only help to determine whether we are achieving sustainable impact, but also to understand how the local society views us (and thus this indicator can be a guide for improving our integration in the local context). Ideally, a large percentage of donors, partners, participants, etc. interviewed will believe that CARE has an important impact on reducing poverty in the country/region.

Definition of key words: Initiative that provides a positive perception of CARE’s impact: CARE initiative which at least 70% of interviewees believe has an impact on poverty, discrimination and social injustice.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: The goal is for the majority of outside actors with which CARE associates to have a positive perception of our contribution to eradicating poverty. Since there are most likely no data on how CARE is perceived, the country office should establish an objective to this end a) after implementing the baseline, or b) after carrying out the first survey, after which the objective can be revised. Baseline: It is possible that no baseline exists for this indicator, or that it cannot be obtained before implementing the interviews. An objective should be established even though no baseline exists and, once the first survey is complete, the objective can be revised. Performance measurement: This indicator can be measured every three years.

Required data Data collection Data source Frequency Data analysis . Number of program 1. Identify donors, partners and participants to be inter- Tool K. For interviews Ideally, this Do opinions differ among the initiatives outside actors viewed. At the very least, one representative of each with partners, indicator should be actors? How do donors, partners evaluate positively in terms CARE donor organization, one representative of each participants, donors measured every and participants evaluate the of impact. partner organization and three representatives of the and others, select a three years since it impact? Were their responses target population of each program initiative should be diverse group of requires carrying expected? Why or why not? Are interviewed. interviewees that can out a survey with the opinions of outside actors . Total program initiatives give their opinions outside actors. different from CARE’s opinion analyzed and evaluated by about its impact? Why or why 2. Interview selected donors, partners and participants us- based on the different outside actors. not? ing Tool K. It is important to ask questions about specific types of relations with program initiatives since opinions may differ (in other CARE. words, participants may believe one imitative has a posi- tive impact while another does not). 3. Analyze total data and for each type of interviewee (donor, partner, participant, etc.). Indicator #5 (impact indicator) # and % of program initiatives that demonstrate sustainable effects and impacts after an appropriate period after activities end.

Importance: For CARE, it is important not only to have positive effects, but lasting ones, in other words, for these effects to be sustainable after the program initiative has ended. This indicator measures the sustainability of CARE impacts, a critical issue and one of our program principles.

Definition of key words: Ex-post evaluation: An evaluation of impact two or more years after the program initiative has ended. Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: A large number of program initiatives – those centered on development issues – should achieve sustainable impact. The objective should be to obtain a high percentage with sustainable impact. Baseline: Determine how many completed initiatives have achieved sustainable impact. Performance measurement: This indicator can be measured biannually.

Required data Data collection Data source Frequency Data analysis . Number of program 1. Review ex-post evaluations of Tool C (based on baseline This indicator should be Did the impacts achieved continue? initiatives that were program initiatives that have ended. surveys and evaluations, measured biannually. Why or why not? What do participants think? What can we completed two to five years If no evaluations exist: especially ex-post evaluations). If previously and that have no ex-post evaluation exists, learn about strengthening the undergone an ex-post 2. Select participants of program interviews may be carried out sustainability and impact of future evaluation. initiatives that were completed two (without incurring major expense) program initiatives? or more years ago. with 30 participants of the . Number of program initiatives that were program initiatives analyzed. The 3. Interview participants: Do they objective of the interviews is to completed two to five years believe impacts have been previously that demonstrate obtain participants’ opinions with sustainable or not? Why or why regard to the sustainability of positive impact in the ex- not? post evaluation. impacts after the end of the program initiative. 4. Consolidate the responses of participants of past projects. Indicator #6 (indicator of effect) # and % of program initiatives that demonstrate results in terms of fulfillment of obligations of those who have responsibility for poor and marginalized populations.

Importance: This indicator is associated with innovative field #2 of the management framework, “influencing public policies and attitudes.” It measures the number of program initiatives that have had a positive impact in terms of activities of policymakers, and representatives of private firms and other institutions to reduce poverty. In other words, it measures the effect of our strategies on the actions of decision makers. This is the only indicator of effect that appears on this list; it addresses an effect not covered in the MDGs. The MDGs are both impact and effect (especially those concerning access to water and sanitation) indicators. Some of the indicators of impact and effect presented here go beyond the MDGs since the MDGs do not address some areas of impact and effect that are crucial for CARE principles.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: The objective is to ensure that a large number of program initiatives achieve an impact on policymakers, representatives of private firms, etc. in eradicating poverty. Nevertheless, there may be relatively few program initiatives that fulfill this indicator. The objectives for the next year should be realistically based on current figures. Baseline: Based on the current portfolio of program initiatives, review how many positively influence the actions of the responsible parties identified. Performance measurement: This indicator can be measured biannually.

Required data Data collection Data source Frequency Data analysis . Number of program initiatives that Review mid-term reviews, final Tool C (based on evaluations of This indicator should be Is this program initiative achieving an demonstrate results (positive assessments, reports, etc. to program initiatives). measured biannually. impact on the actions of those with impact) on the actions of the determine achievements. responsibilities for poor and responsible parties identified marginalized populations? What (policymakers, private sector are/were the obstacles in influencing and/or other representatives). responsible parties? What else could have been done to strengthen impact? . Total program initiatives analyzed. INDICATORS OF ORGANIZATIONAL STRATEGY

Indicator # 7 (indicator of organizational strategy) # and % of program initiatives that have a specific objective and strategy to promote social learning.

Importance: This indicator is important for measuring program advances in terms of the inclusion of knowledge management in program strategies (and specifically for social learning). It is relevant to innovative field #1 of the regional management framework, “development and promotion of learning processes.” CARE seeks to promote social learning and empowerment, and knowledge management is a key strategy in this effort.

Definition of key words: Social learning: Refers to learning by the populations that work with CARE and its partners. In contrast, organizational learning refers to processes in which learners are members of an organization (such as CARE personnel). Program initiatives that promote social learning have the objective of ensuring that the populations with whom we work are able to generate, transfer and use knowledge. Specific objective and strategy: The program initiative has at least one formal objective and one specific strategy to promote social learning. The objective should include indicators and the monitoring of advances with respect to social learning. CARE should make a commitment with the donor of the program imitative to promote social learning.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Annual operating plans should establish the objective in terms of the number of program initiatives that promote social learning. The objective is for the country office to achieve a high percentage of initiatives that promote social learning. Baseline: Using the program initiatives designed in the period established in the measurement tool, determine the number that promote social learning. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program Review the document Tool A using a proposal (that This indicator should be Do the program initiatives have channels initiatives that have an (proposal) that describes the is, a document describing the measured annually, ideally for the generation, transfer and use of objective to promote social objectives and the strategy of design of the program when a program imitative is knowledge by participants? Are there clear, learning. the program initiative. imitative). designed. specific strategies for this purpose? Are Determine if they specifically there explicit mechanisms for promoting . Number of program seek to promote social learning. learning and knowledge of participants? initiatives that have a Are the program initiatives catalysts for specific strategy to promote social learning? Why or why not? social learning. . Total program initiatives analyzed.

Indicator # 8 (indicator of organizational strategy) # and % of organizational and program initiatives, as well as CARE units, that generate, disseminate and use knowledge.

Importance: This indicator is essential for measuring program advances in incorporating knowledge management in program and organizational strategies. This indicator is related to innovative field #1 of the regional management framework, “development and promotion of learning processes.”

Definition of key words: Organizational learning: Refers to the learning of employees of an organization, including CARE personnel. Promoting learning within an organization is crucial for developing among personnel of all levels an attitude conducive to program, financial and administrative change, innovation and excellence. The indicator measures the number of organizational and program initiatives that generate, disseminate and use this knowledge (in other words, knowledge acquired by CARE personnel that can serve in future experiences).

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: All organization and program initiatives should aspire to establishing objectives of organizational learning. Ideally, 100% of organizational initiatives and units should fulfill this requirement (in other words, that the organization learns from implementing its activities). Baseline: Based on the current portfolio of program and organizational initiatives, determine how many promote organizational learning. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program and 1. Review the document Tools A and B. This indicator should Are program and organizational initiatives organizational initiatives that (proposal) and the logical be measured annually. spaces for learning for personnel, or are generate knowledge. framework that describes the they viewed only as spaces to implement objectives and strategy of actions and obtain results? . Number of program and program initiatives. Determine if Are there explicit learning mechanisms in organizational initiatives that they formally and specifically aim the design and management of the disseminate knowledge. to promote organizational initiative? Is the knowledge obtained . Number of program and learning. through organizational learning useful for organizational initiatives that the implementation of subsequent demonstrate the application of 2. Review progress reports on initiatives? To what extent? knowledge. the initiative (annual, bi- . Total initiatives analyzed. annual, etc.) to determine to what degree they generate knowledge. Indicator # 9 (indicator of organizational strategy) # and % of program initiatives that are based on lessons learned and experiences of other actors and CARE.

Importance: This indicator is crucial for measuring program advances in terms of the inclusion of knowledge management in program strategies. This indicator is related to innovative field #1 of the regional management framework, “development and promotion of learning processes.” It differs from the previous indicators in that it seeks to determine whether CARE is an organization that uses knowledge from other sources or if it concentrates only on internal learning (which is undesirable).

Definition of key words: Lessons learned: Lessons learned from processes, in other words, learning about what worked (or did not) in an experience.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: The objective is to ensure that most of the program initiatives fulfill this requirement (in other words, that CARE uses knowledge generated by others to de- velop and implement its programs rather than relying exclusively on internal knowledge). Baseline: Based on the current portfolio of program initiatives, determine how many were based on outside experiences. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program Review the document (proposal) Tool A using a proposal (a This indicator should be What information was taken into initiatives that were designed that describes the program document describing the design measured annually. account for the design of the taking into account lessons initiative. Determine if it of the program initiative). program initiative? How can the learned outside of CARE. specifically mentions lessons incorporation of lessons learned learned and experiences outside from others be increased in the . Total program initiatives of CARE to justify the proposed design of program initiatives? analyzed. strategy. Indicator # 10 (indicator of organizational strategy) # and % of program initiatives that promote the obligations of those responsible for poor and marginalized individuals.

Importance: This indicator is related to innovative field #2 of the management framework, “influencing public policies and attitudes.” It measures how many program initiatives seek to promote the responsibilities of policymakers, representatives of private firms and other institutions to take action and participate and thus assume responsibility in addressing poverty. This indicator also measures compliance with program principle #3 (accountability and promotion of responsibility).

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: The objective is to ensure that a large number of program initiatives work not only with poor populations, but also with other actors such as policymakers, private sector representatives, etc. in processes to eradicate poverty. The exact objective will depend on the current number of initiatives that fulfill this indicator. Currently, there may be variations among country offices and within each program. Baseline: Based on the current portfolio of program initiatives, determine how many initiatives have specific strategies for working with and promoting responsibilities among policymakers, representatives of the private sector and/or other institutions. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program 1. Review the document Tools A and B. This indicator should be Were all key responsible parties initiatives that promote the (proposal) that describes the measured annually. considered? Is it possible that some key obligations of those with program initiative. Determine parties were not considered? Why? responsibility for poor and if it specifically mentions What difficulties were encountered in marginalized individuals. strategies and activities to promoting responsibilities of policy promote the responsibilities makers, representatives of private . Total program initiatives of policymakers, sector, etc.? What lessons can we learn analyzed. representatives of private from these experiences? sector and/or other organizations.

2. Review progress reports of program initiatives. Indicator # 11 (indicator of organizational strategy) # and % of strategic alliances in which CARE plays an active role in addressing poverty, discrimination and social justice.

Importance: This indicator is related to innovative field #3 of the management framework, “increasing and strengthening inter-institutional relations.” Given the importance of working within a global movement, this issue is critical for many country offices and for the region. For what issues are strategic alliances critical? Why? How many alliances do we participate in currently? Is that enough? Does it permit us to adequately address the MDGs? These are some of the questions this indicator allows us to explore and evaluate to ensure that our work in alliances and networks is well focused and strategic.

Definition of key words: Strategic alliance: An alliance is a group of several actors and organizations, public and/or private, which works to achieve a common objective in the long term through consensus- building and a series of concrete actions that may vary and evolve over time (and that are not limited to a specific project). Active role: CARE plays a key role and commits human resources (and possibly financial resources) and actively participates in the strategic alliance on an ongoing, consistent basis.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: The objective of this indicator should be established in accordance with the current situation (baseline) and the strategic plan. If there is a gap between what is desired in the strategy and the current situation, we recommend including an objective in the next POA. Baseline: Develop a baseline for this indicator using Tool D to obtain an inventory of CARE’s participation in networks and alliances. Performance measurement: If included in the POA, this indicator should be measured annually. Otherwise, it should be measured every two or three years (when the strategic plan is updated). Required data Data collection Data source Frequency Data analysis . Number of alliances in which Take an inventory of all net- Interviews with key . Annually, if it is part of With a small group of key CARE staff CARE participates. works and alliances in which personnel of the country the POA. members, determine the following for each alliance: . Number of alliances that CARE participates. office (and region) involved . When CARE is in each alliance. address strategic issues (with considering joining an What is CARE’s specific role in the alliance in respect to CARE objectives). Identify the groups of alliance. individuals (or individual) which we participate? . Total number of alliances in involved in each alliance. Are there some alliances in which CARE which CARE plays an active does not play an active role? Why not? role. Administer Tool D with each Are these strategic alliances? Why? . Data on resource allocation, group (or person). How can we make our participation more achievements and efficient and effective? Should we participation in alliances. discontinue our participation in some alliances?

Indicator # 12 (indicator of organizational strategy) # and % of program initiatives in which partners and CARE share equal power and responsibility. Importance: This indicator is related to innovative field #3 of the management framework, “increasing and strengthening inter-institutional relations.” Not only is it important to ensure that such relations exist, but also that they are established and developed in such a way as to guarantee that all parties share equal power and responsibility. Definition of key words: Equal sharing of power and responsibility: Opinion and perception of partners regarding their relations with CARE, in other words, their opinion of the distribution of power and responsibility in joint initiatives?

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Based on the current situation (the current number of program initiatives in which power is equally shared), the country office or regional team should estab- lish a realistic objective for the following year. Of course in the medium term, the goal is to ensure that all initiatives fulfill this indicator, in other words, that CARE shares equal pow- er with its partners and participants. Baseline: This is based on interviews with partners and participants in program initiatives, as well as on the review of proposals and reports. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program Data are obtained from Tools A, B and K. This indicator should be measured How do partners perceive us? What can initiatives in which power is documents and interviews. For annually (Tools A and B) and we do to improve? What can we do to equally shared among the interviews, it is important to biannually (Tool K). ensure that power and responsibility are partners. include a broad range of more equally shared in program partners. initiatives? Is the relationship with . Total number of program partners appropriate or not? What initiatives analyzed. should change? Indicator # 13 (indicator of organizational strategy) # and % of program initiatives that are incorporated into a local-national-global strategy to eliminate poverty, discrimination and social injustice. Importance: This indicator is related to innovative field #4 of the management framework, “integration in local society.” To enable CARE to integrate into the contexts in which we work, our programs must include strategies that go beyond the institution, that is, strategies shared by several actors. This indicator means that CARE should strive to use not only its own strategies, but those developed by others (for example, a government health plan) or with the participation of others (for example, a strategy shared by CARE and its partners). Definition of key words: Local-national-global strategy to eradicate poverty. Refers to strategies that exist beyond CARE, for example those adopted by governments, social movements, multinational organizations, etc.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Each country office should establish realistic objectives based on its current situation. The objective is to have a large number of initiatives that contribute to strategies outside CARE to reduce poverty and that represent long-term processes. Baseline: Based on the initial measurement using the tools developed. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program 1. Review proposals (particularly sections Tools A and B. This indicator should be Were the most suitable and initiatives incorporated into describing the problem and justifying the measured annually. important strategies taken into local-national-global strategy to address the problem). account? Is the incorporation of strategies to fight poverty. CARE’s strategy into other 2. Review sector program strategies strategies clear? How does CARE . Total number of program (health, education, etc). Determine if they collaborate in the implementation of initiatives analyzed. make reference to strategies beyond local-national-global strategies? CARE, such as national plans to reduce What is CARE’s contribution to poverty, global initiatives or those ensure the success of the strategy developed by important institutions, etc. with which it collaborates?

3. Review progress reports of program initiatives. Indicator # 14 (indicator of organizational strategy) # and % of program initiatives in which participants (and other actors) are fully involved in decision making throughout the program cycle (analysis, design, implementation and evaluation).

Importance: This indicator is related to innovative field #4 of the management framework, “integration in local society,” Whereas the previous indicator measures how well CARE integrates into existing strategies, this indicator measures the extent to which CARE allows its interventions to be influenced by others. The key variable is the participation of a range of actors in CARE initiatives. Definition of key words: Involvement of participants in the program cycle: Involvement may take place at several levels. At the very least, participants’ opinions should be considered (and consulted) for the analysis, design, implementation and evaluation of program initiatives. Co-management of programs represents an increased level of involvement.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Each country office/region should establish realistic objectives based on the current situation. The objective is to ensure that a large number of initiatives have a high level of participation of actors. Baseline: Based on interviews with participants and documents of the program initiative. Performance measurement: This indicator can be measured biannually.

Required data Data collection Data source Frequency Data analysis . Number of program 1. Review the pertinent Tools A, B, C and K. For the This indicator should be What factors contributed to the initiatives with a high level of documents for the application of interviews with Tool K, it is important measured biannually. increased participation of a involvement of participants. tools A, B and C. to interview individuals that represent variety of actors? Which factors a wide range of participants in the impeded participation? What do . Total number of program 2. Interview participants in participants say? What can we initiatives analyzed. initiative (community representatives, program initiatives using Tool K. partners of other NGOs, local and do to promote greater national government representatives, participation? etc.).

Indicator # 15 (indicator of organizational strategy) # and % of program initiatives that have a system or process for being held accountable to participants and other members of civil society.

Importance: This indicator is related to innovative field #4 of the management framework, “integration in local society.” Becoming part of local society means that CARE must be accountable for its achievements, as well as for the cost effectiveness of its interventions. The local society must have access to information on CARE interventions and costs.

Definition of key words: Accountability mechanisms: Accountability mechanisms can take several forms. Public presentations, workshops, print or electronic documents, and other audiovisual media on advances, achievements, financial statements and evaluations of program initiatives can serve as accountability mechanisms.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Each country office should establish realistic objectives based on the current situation. The objective is to ensure that a large number of initiatives have an accountability mechanism. Baseline: Based on the review of program initiatives. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program Information is obtained from Tool B. This indicator should be What obstacles to the adequate initiatives with an program progress reports, as measured annually. functioning of the accountability accountability well as from discussions with system were encountered? system/process. personnel of the program Should it be revised? What can initiative. we do to improve its operation? . Total number of program initiatives analyzed. Indicator # 19 (indicator of organizational strategy) # of groups/organizations (constituents) mobilized to support initiatives to address the underlying causes of poverty.

Importance: The LAC regional strategy to mobilize resources emphasizes mobilizing not only financial resources, but also human resources that support the “cause,” in other words, actions to eradicate poverty. Promoting this cause and mobilizing groups and organizations is also a priority of the CARE USA strategic plan. We will not have a major, lasting impact on poverty if large numbers of people are not concerned about this issue, and actively participate in resolving it. The efforts of a few or many organizations will not be enough if they do not have the support of a range of individuals from several sectors and that can also guarantee the continuity of these social actions.

Definition of key words: Groups/organizations mobilized: Groups and individuals that actively participate in initiatives to eradicate poverty and promote equality and inclusion. Underlying causes of poverty: Causes that significantly contribute to poverty, in other words, underlying causes and the root of the problem.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: The number of groups and organizations to be mobilized will depend on the actions of the country office (or region). For example, in the case of initiatives of democracy and good governance, groups that participate in processes of participatory planning or budgeting at the level of government, and oversight or social control groups of national policy, etc. may be included. Baseline: The baseline is established in accordance with the number of groups and individuals mobilized during the year preceding the baseline. Performance measurement: This indicator should be measured annually if it is part of the POA. Required data Data collection Data source Frequency Data analysis . Number of groups mobilized. 1. Those responsible for program Group work using Tool This indicator should be Which individuals, groups and initiatives provide data on the number F. measured annually. organizations were mobilized? . Number of organizations of people, groups and organizations What impact has the mobilization of these mobilized. that were mobilized during the year, groups and organizations had on the . Information on the impact of as well as information on the reasons programs of CARE and other organizations groups/organizations on key for mobilizing them and CARE’s role. and initiatives to eradicate poverty? subjects with respect to Who else can be mobilized? poverty. 2. Country office data are collected Can these groups continue their work and consolidated. without CARE support? Indicator #20 (indicator of organizational strategy) # and % of program initiatives that are based on the analysis of context-specific underlying causes of poverty.

Importance: This indicator is crucial for fulfilling our program principles and also for innovative field #4 of the management framework, “integration in the local society.” In order to fully integrate into a local context, it is essential to first have a thorough understanding of the causes of poverty in that specific context. Otherwise, a program intervention could be out of context and even irrelevant (or counterproductive, in the worst of cases) for the local environment.

Definition of key words: Analysis of the underlying causes of poverty: Analysis of underlying causes of poverty; studies (or review of existing information through secondary sources) that provide an in- depth analysis of poverty and its underlying causes.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Ideally, all program initiatives should be based on a thorough understanding and analysis of the issue. This does not mean each imitative must undergo this analysis, but rather that programs should be developed based on an analysis. It is perfectly feasible to use the same analysis to develop several initiatives. This analysis can be from secondary sources. The important thing is to ensure that all interventions address the underlying causes of poverty. Baseline: The baseline is established through a review of the proposals. Performance measurement: This indicator can be measured annually. Required data Data collection Data source Frequency Data analysis . Number of program Review of proposals (especially Tool A. This indicator should be measured What was the quality of the analysis initiatives based on an the sections describing the annually. undertaken to develop the program analysis of the underlying problem and justifying the initiative? Are the causes associated causes of poverty. strategy to address the problem). with the problem to be addressed clear? Do the program strategies . Total number of program address these causes? initiatives analyzed. Indicator #21 (indicator of organizational strategy) # and % of program initiatives that have a specific strategy to fight discrimination and promote equality.

Importance: This indicator measures the alignment of program strategies with one of CARE’s program principles. Promoting equality and fighting discrimination is also a CARE organizational priority. All program initiatives can address this issue. For example, a water project should not only measure access to water, but also work ensure equal access to the resource. Definition of key words: Discrimination: Limitations in the exercise of rights for reasons of gender, race, nationality, ethnicity, class, religion, age, disability, opinion or sexual orientation.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Ideally, all program initiatives should have a strategy for promoting equality. Most likely, regardless of the issue the program initiative addresses, there are inequalities associated with some factor or variable that the initiative should address. Baseline: The baseline is established through a review of the proposals. Do they have a strategy to address inequality and discrimination? Do they identify the key variables to take into account? Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program Review of proposals to Tool A. This indicator should be Have the main factors contributing to initiatives that have a specific determine whether they measured annually. discrimination been identified? Have they strategy to fight have a specific strategy to been addressed? What other variables discrimination and promote promote equality. should be considered that may be important equality. with respect to discrimination? What other strategies can be used to address . Total number of program discrimination? initiatives analyzed. Indicator #22 (indicator of organizational strategy) # and % of program initiatives that have a specific strategy to prevent and resolve conflicts.

Importance: This indicator measures the alignment of program strategies with one of the CARE program principles.

Definition of key words: Specific strategy to prevent and resolve conflicts: Activities and/or cross-cutting approach to achieve the creative, peaceful management of conflicts arising from the different interests/needs of stakeholders.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Not all program initiatives should necessarily have a strategy for conflict resolution. This will depend on the nature and seriousness of the conflicts. An ob- jective should be established based on the issues addressed by the country office. Baseline: The baseline is established through a review of proposals, progress reports and evaluations. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program 1. Review of proposals to Tools A, B and C. This indicator should be Are the strategies appropriate for initiatives that have a specific determine whether they have a measured annually. the conflicts identified? Do they strategy to resolve conflicts. specific strategy to resolve promote peaceful resolution of conflicts. conflicts? What are the obstacles . Total number of program to the peaceful resolution of initiatives analyzed. 2. Review of progress reports of conflicts? What have we initiatives to determine if the learned? strategies have been implemented.

3. Review of evaluations of program initiatives. Indicator #23 (indicator of organizational strategy) # and % of program initiatives that have a specific strategy to manage risks.

Importance: This is the only indicator of the list of organizational performance indicators that specifically addresses the issue of risk management and the extent to which the initiatives include strategies to address possible emergencies and disasters (natural disasters and social and political conflicts). Almost all indicators are associated with development issues whereas this one concentrates on risks (including emergencies such as earthquakes, hurricanes, etc. but also political and social risks).

Definition of key words: Specific strategy to manage risks: Strategy to address possible risks such as emergencies caused by natural disasters, political and social conflicts, etc.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: These are established based on an appraisal of the extent to which program initiatives should contain contain plans for possible risk management. This de- pends on the type of programs of the country office, as well as on the environment (and its risks) in which the programs are implemented. Baseline: The baseline is established through a review of proposals, progress reports and evaluations. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program 1. Review of proposals to Tools A, B and C. This indicator should be Are the strategies appropriate for initiatives that have a risk- determine whether they have a measured annually. the different types of risks management strategy. specific strategy to manage risks. identified (natural disasters, social and political conflicts)? . Total number of program 2. Review of progress reports of What have we learned? initiatives analyzed. initiatives to determine if the strategies have been implemented.

3. Review of evaluations of program initiatives. Indicator #24 (indicator of organizational strategy) # and % of program initiatives that have a specific strategy to promote the sustainability of impacts and effects.

Importance: One of the CARE program principles is to achieve sustainable impacts. The organizational performance model includes an impact indicator on whether these were sustainable (see indicator #5). The indicator described here focuses on whether the program initiatives contain strategies to promote the sustainability of impacts.

Definition of key words: Strategies to promote the sustainability of impacts and effects: These are strategies implemented for the express purpose of ensuring that the impacts achieved in the initiative are sustainable over time.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: All program initiatives on development issues should strive to achieve sustainable impacts and therefore should have a strategy for this purpose. Except for emergency interventions, all initiatives should comply with this indicator. Baseline: The baseline is established through a review of proposals and progress reports. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program 1. Review proposals to determine Tools A and B. This indicator should be Are the strategies appropriate for initiatives that have a whether they have a specific measured annually. promoting sustainability? To what strategy to promote the strategy to promote the degree are they successful? How sustainability of impacts. sustainability of impacts. could they be improved? . Total number of program 2. Review progress reports of initiatives analyzed. initiatives to determine if the strategies have been implemented. Indicator #25 (indicator of organizational strategy) # and % of program initiatives that are consistent with the six program principles of CARE International.

Importance: This indicator measures compliance of the program strategies with the six program principles of CARE, in other words, it determines how many initiatives include all the principles.

Definition of key words: Consistent with CARE program principles. Fulfills five or six of the program principles (it can exclude principle # 5 on peaceful conflict resolution given that this principle may not be pertinent for some of the program initiatives. All the others should be incorporated in the program initiatives).

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: This should be established based on the current baseline data. How many program initiatives comply with the program principles? What advances are de- sired over the next year in terms of including program principles? Baseline: The baseline is established using the information from other indicators. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program initiatives The results of indicators of This indicator is based on several This indicator should be What are the difficulties or obstacles consistent with at least five of each of the program principles tools and their results. It does not measured annually. for applying CARE program the program principles are used. This indicator does require data collection, but rather principles? Is there any particular (program principle #5 can be not require additional uses information from other tools principle that poses challenges? Why? excluded if a conflict-resolution measurements, but rather a (particularly tools A, B and C). strategy was not pertinent). synthesis of pre-existing data. Instructions on how to build this . Total number of program indicator will be provided in the initiatives analyzed. near future.

Indicator #26 (indicator of organizational strategy) # and % of program initiatives that have a specific strategy to contribute to at least one MDG.

Importance: CARE has signed the MDG document, for which reason the MDGs are crucial for evaluating our impact. Consequently, indicators relative to the MDGs appear in the list of impact indicators. At the strategic level, it is essential to determine whether the program initiatives have taken the MDGs into account.

Definition of key words: Millennium Development Goals: Goals approved by most of the nations of the world. The MDGs are promoted and developed by the United Nations with the aim of reducing poverty by 2015.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Most program initiatives should have a clear link with at least one MDG. Baseline: The baseline is established through a review of proposals. Performance measurement: This indicator can be measured annually.

Required data Data collection Data source Frequency Data analysis . Number of program Review of proposals to determine Tool A. This indicator should be Are the strategies appropriate for initiatives that have a specific whether they have a strategy to measured annually. advancing toward the strategy to contribute to at advance towards the achievement of the MDG? To least one MDG. achievement of at least one what extent are they successful? MDG. How could they be improved? . Total number of program initiatives analyzed. INDICATORS OF ORGANIZATIONAL SUPPORT

Indicator #31 (indicator of organizational support)

# and % of existing, potential or former donors and partners that view CARE as a cost-effective organization. Importance: How CARE is perceived by others is a key aspect of some of the previous indicators. In financial terms, it is also critical to determine how donors and partners evaluate CARE’s cost-effectiveness, in other words, the costs of our organization relative to our achievements.

Definition of key words: Perception of cost effectiveness: Evaluation of CARE by outside actors with respect to the relationship between the costs of our programs and their impact. This perception is not necessarily based on factual data (it does not have to coincide). Nevertheless, it is indispensable to learn how we are perceived. If we are cost-effective, but are not perceived as such, problems with financing may arise with donors and conflicts may occur with partners.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: An objective is established based on the current perception of CARE and how to improve it. Baseline: This is based on interviews with partners and donors. Performance measurement: This indicator should be measured every three years (since it requires interviews to collect data).

Required data Data collection Data source Frequency Data analysis Opinions of partners and donors Interviews with partners and Interviews with partners and Every three years, associated How is CARE perceived? regarding the level of cost that donors with respect to their donors. At least 10 partners and with the strategic planning cycle What does this tell us? CARE incurs to achieve impacts. perceptions, using Tool K. 10 donors should be interviewed. and its evaluation or updating. Are the perceptions of donors # of partners and donors who Interviews are carried out by outside interviewers. and partners similar or different? perceive CARE as cost-effective. What does this tell us? # of partners and donors who believe that CARE is not cost- Are the perceptions of current effective. donors and partners similar to or # of partners and donors different from previous ones? interviewed. What does this tell us? Qualitative data supporting Should communication of results opinions. achieved in terms of effects and impacts be improved? What about communication on costs? Indicator #33 (indicator of organizational support) # and % of program initiatives that are managed in a satisfactory manner following program and project management standards.

Importance: Efficient, adequate management of projects, programs and other program initiatives – at the appropriate level – is a pre-requisite for generating the desired impact and effects. If a program imitative is not well managed, there is a risk that senior team members will intervene and spend more time on operational aspects than is necessary, or that we will lose credibility with the donor(s) of the initiative. In the framework of LAC management, we have recognized that we cannot lose sight of the mastery of the basic when we increasingly focus on change and innovation processes.

Definition of key words: Generally Accepted Project Management Standards: These are guidelines of good management essential for ensuring that project implementation is efficient and that problems are identified and addressed in an effective, immediate manner. They include a series of issues: organization (clarification of responsibility and authorities); planning and monitoring of activities; selection and supervision of personnel; acquisition of goods and services; coordination with other actors; financial and budget management; establishment of a baseline, and; evaluation of effects and impact.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Although many country offices will probably decide against including this indicator in their POAs, compliance with adequate project management standards is a key element in mastering the basic. Measurement or application: We suggest applying this indicator at least during the initial phase and the first year of implementation of every new project, and during the first year after a change in project managers. In addition, it may be useful during the process to evaluate the performance of the individuals responsible for the design, negotiation, monitoring and evaluation of programs. Baseline: At the country office level, a baseline can be established during the MACO exercise or a program quality evaluation, for example, as part of the process to prepare and analyze a new strategic plan. (Indicator 33, continued)

Required data Data collection Data source Frequency Data analysis At the level of each program initiative: During the design phase Review of the design of the pro- . Tool A for the program When the project design has . Is the project design Key elements of project analysis gram imitative initiative(s) for which the been completed consistent with program and design program is responsible principles, the strategic plan . Proposal, project logical and the other indicators of framework Tool A? . If not, what improvements are needed? During the negotiation phase: Review of the obligations of the Key elements of the agreement donor and CARE, partners and or contract allies in the agreement or . Contract or agreement . Is the agreement or contract When the project design has consistent with CARE contract, comparing them with . Standard regulations CARE policies (financial, been completed standards and policies? program, management of . Budget . Design document agreements and contracts) . What risks have been During the initial phase and . Communications of approval identified during this phase? project implementation: of exceptions Have they been documented to mitigate or address them 1. Organization and management during the initial and  Roles and responsibilities implementation phases? Application of a survey (with a defined . At the end of the initial point system) based on the  Existing administrative and . Proposal, contract phase (normally three following: operating procedures . Progress reports months after the signing of implemented . Organizational chart the contract)  Project team familiar with . Review of project . Three months after the . Are the roles and . Trip reports and applies contracts in administrative information change in manager responsibilities of key accordance with donor . Interview with the project . Internal communications . Once a year, during the personnel clearly defined requirements manager (and other people, . Interviews implementation phase and understood?  Donor, CARE International as needed) . Do the project manager and and counterparts team have adequate opportunely informed on administrative knowledge? advances and other relevant by the supervisor of the project points manager . Is there good communication? (Indicator 33, continued)

Required data Data collection Data source Frequency Data analysis . Review of POA, monitoring . Annual operating plan . At the end of the initial . Are the systems and phase (normally three products of project planning 2. Planning and monitoring plan and results, and project . Reports  Annual plan with quality standards and reports months after the and monitoring adequate? . Monitoring system and signing of the contract) . Are results used for adequate detail . Interview with project  System to monitor advances and data . Once a year, during the decision-making, manager (and others, as implementation phase implementing actions, quality in operation needed) . Feedback from donor,  Progress reports are useful, timely and visitors, counterparts, addressing problems and meet the expectations of the donor, . Application of Tool B government taking advantage of opportunities? team, supervisor and counterparts . Interviews  Monitoring results are used to improve . Is there evidence that the . Field visits the project and generate ongoing project is consistent with learning organizational performance  The population participates in planning indicators and project and monitoring activities standards 7-9 and 13 of  The manager improves management CARE International? with field visits

3. Evaluation . At the end of the initial . Are the systems and  Evaluation plan with quality standards . Review of evaluation plan, . Proposal and logical phase (normally three products of project and adequate detail established baseline and evaluation framework months after the evaluation adequate?  Baseline designed and implemented, reports signing of the contract) . Are results used for consistent with evaluation plan, report . Evaluation plan . Interview with project . After the baseline, mid- decision-making, is useful manager (and others, as . Baseline and term review and final implementing actions,  Evaluation actions (ongoing, mid-term, needed) evaluation reports evaluation. addressing problems and final) designed and implemented, . Application of Tool C . One year after the end taking advantage of results used to improve effects and of the agreement- opportunities? impact of project and inform current contract . Is there evidence that the and future programming of CARE and project is consistent with other actors organizational performance  Evaluation reports are useful, timely indicators and project and meet the expectations of the standards 9-13 of CARE donor, team, supervisor and International? counterparts  The population participates in evaluation of activities and interpretation of results. (Indicator 33, continued) Required data Data collection Data source Frequency Data analysis 4. Personnel . Review of administrative . Progress reports . At the end of the initial . Is there evidence that the  Required staff members are hired in a timely documentation of the phase (normally three project team is capable of manner, have a job description and participate . Human resources months after the signing implementing the project project and the country information of the in an adequate orientation session. office of the contract) plan and achieving project  Project staff members have the skills needed. country office . Once a year, during the objectives?  Managers guide and supervise staff on an . Interviews with the . Visits and interviews implementation phase . Is the coaching of the team ongoing basis project manager and adequate?  Personnel are satisfied with their project team participation

5. Financial and administrative management . Budgets of . At the end of the initial . Are project resources  Budget in accordance with approved and . Review of project phase (normally three adequate for achieving financial and agreements- available funds contracts months after the signing objectives? Are they being  Monthly financial reports available and used administrative of the contract) used appropriately?  Compliance with internal control policies documentation . Annual budgets . Once every six months . Does the financial and  Expenses respond to the requirements . Interviews with manager . Financial reports during the administrative management identified in the proposal and the POA, there and country office . Audit reports implementation phase of the project comply with is no over-spending or unapproved expenses personnel . Three months before the the requirements and . Donor feedback  Acquisition of goods and services is well end of each agreement- policies of CARE and of planned and timely contract donors?  Spending rhythm is within 10% of budgeted  Counterpart requirements known and fulfilled in a timely manner  Cash flow management is adequate for CARE and partners  Financial reports for donors are prepared accurately and in a timely manner

6. Capacity for implementation: . Once every six months . In practice, is the project  Partnerships and alliances operate as needed . Field visits and meetings . Interviews, trip during the functioning? Are relations  Local capacities are strengthened with key project reports implementation phase productive?  Adequate logistics stakeholders . Project reports  Target population is satisfied with staff . Review of reports treatment (Indicator 33, continued)

Required data Data collection Data source Frequency Data analysis Organizational Performance (summary) The team responsible for Surveys completed for Annually What are the trends of the coun- 1. Data for individual projects for the year measuring organizational each project try office? considered performance compiles data What strengths and weaknesses from all projects 2. Summary of information from the previous Report or summary of the are frequently observed in fiscal year, baseline and targets (if established) results from last year, or project management? of the baseline INDICATORS OF ORGANIZATIONAL SUPPORT b) Governance and human resources

Indicator #34 (indicator of organizational support – governance and human resources) Established and functioning mechanism that guarantees the participation of several outside actors in CARE management and strategic decision-making processes. Importance: This indicator measures the existence and functioning of mechanisms for the participation of outside actors in CARE’s governance and strategic decision-making. There should be formal, coordinated channels that permit the discussion and collective analysis of institutional management. This will help us to increase integration in the local society and to be influenced by it, and it is in line with the objectives of the initiative of aligning work with the vision. The assumption is that the formal participation of outside actors in CARE’s governance improves the organization’s effectiveness. Definition of key words: Mechanism for the participation of outside actors: Formal, regular process and channel that permits the opinions of outside actors to influence CARE’s strategic decision making and the implementation of those decisions. Several models can be used for this mechanism. Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: All country offices should develop a mechanism that permits the inclusion of a variety of different outside opinions in CARE’s strategic management (align- ment of work with vision). It is important to establish deadlines for the establishment of the formal mechanism(s) and subsequently to achieve optimal functioning. Objectives can subsequently be defined to establish or improve processes and mechanisms for the participation of personnel in strategic decision making. Baseline: Review of the characteristics of current mechanisms for decision making and the level of participation they permit. Performance measurement: At the end of the period for which the objective was established, perform a qualitative review of the functioning of processes of each mechanisms and the level of involvement of a range of actors and personnel.

Required data Data collection Data source Frequency Data analysis . Identification of existing Application of Tool I with the executive team of the Documents establishing Annually or Do adequate, timely mechanisms and frequency country office mechanisms (purpose, composition, biannually mechanisms exist to enable of use operational guidelines, etc.) outside actors to influence Application of Tool K with outside actors CARE's strategic direction? . Expectations and criteria for

functioning of each Focus group with executive team Do they work, in other words, mechanism do they genuinely influence . Identification of actors and strategic decisions? the groups they represent Interviews by an external interviewer of outside actors participating in What do participants think? . Quality and consistency of governance and strategic decision- the application of strategic making processes decisions that have been How have the mechanisms taken or influenced by the influenced the effectiveness mechanism of the organization? Indicator #35 (indicator of organizational support – governance and human resources) Established and functioning mechanism that guarantees the participation of personnel in CARE management and decision-making processes. Importance: This indicator measures the existence of functioning mechanisms for the broad-based participation of personnel in CARE’s management and strategic decision- making and operational processes. There should be coordinated, formal mechanisms for collective discussion and analysis of institutional management. This is important to ensure that the opinions of members of the different teams are taken into account in keeping with the assumption that this will lead the organization to 1) make better decisions, and 2) implement these decisions in a more efficient, effective and accepted manner.

Definition of key words: Mechanism for personnel participation: Channel(s) and process (es) that enable the inclusion of opinions of CARE personnel in decision making. There may be several models for these mechanisms at several levels.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: All country offices should develop and maintain mechanisms that permit the inclusion of different opinions in CARE’s strategic and operational management (practicing program principles within the organization, alignment of work with vision). Objectives should be established for optimal functioning, initially based on the results of the baseline and subsequently updated every two years based on monitoring results. Baseline: Review the characteristics of the current mechanisms for the participation of personnel in management and decision-making processes, as well as the level of personnel participation in terms of adequacy and functioning. Performance measurement: At the end of the period for which the objective was established, perform a qualitative review of the functioning of processes of each mechanisms and the level of involvement of a range of actors and personnel.

Required data Data collection Data source Frequency Data analysis . Identification of existing Review documentation on existing mechanisms for Documents establishing Every two mechanisms and frequency decision making and participation mechanisms (purpose, composition, years Do adequate, timely of use operational guidelines, etc.) mechanisms exist for Apply Tool I (focus groups) and Tool J (self- participatory management? . Expectations and criteria for administered survey) functioning of each Minutes of meetings Do they work, in other words, mechanism do they genuinely influence

. Management and decision- strategic decisions? making processes for which Self-administered surveys (Tool I) the mechanism has been What do participants think? used Focus groups (Tool J) . Quality and consistency of How could these the application of strategic mechanisms and processes decisions that have been be improved at each level? made or influenced by the mechanism . Opinions of participants in the mechanisms and of personnel in general

Indicator #36 (indicator of organizational support – governance and human resources) # of outside actors who believe that CARE management and strategic decision-making processes are inclusive.

Importance: This indicator measures the level of participation in the governance and strategic decision making of CARE as perceived by outside actors. It is important to obtain these opinions and for outside actors to believe that they can openly and actively intervene in governance and strategic decision-making processes. This indicator compliments indicator #34, which measures perceptions of individuals participating in formal processes and mechanisms for management and decision making.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Based on the baseline, determine how to improve the participation and inclusion of outside actors in governance and strategic decision making, and to es- tablish an objective to this end. Baseline: Application of interviews with outside actors regarding governance and strategic decision-making processes. Performance measurement: Reapply Tool K every two years (if an objective has been established) or every five years.

Required data Data collection Data source Frequency Data analysis . # of outside actors that Interview outside actors Structured interviews with This indicator should be What are the opinions of the believe that CARE takes the regarding strategic decision- outside actors – donors, partners measured at least every five individuals interviewed? opinions of outside actors making processes, using Tool K and participants in program years (more frequently if there is into account in strategic initiatives, and members of a large gap between the current How do these opinions compare decision-making processes CARE management teams (if and the desired situation, and if with those expressed by outside (by group) they exist) an objective was established in actors of different groups? What the POA). about the individuals who . Total # of people who have participate in CARE’s participated in interviews (by governance? group) . Justification by the How can the quality of the individuals interviewed participation of the different groups of outside actors be improved?

(measurement only) How have the perceptions of the different groups of actors changed over time? Why? Indicator #37 (indicator of organizational support – governance and human resources) # and % of personnel who believe that CARE management and strategic decision-making processes are inclusive.

Importance: This indicator measures the level of participation of personnel and outside actors in the governance and strategic decision making of CARE as perceived by personnel. It is important to obtain these opinions and for staff members to believe that they can openly and actively intervene in governance and strategic decision-making processes. This indicator compliments indicator #35, which measures perceptions of individuals included in formal processes and mechanisms for management and decision making.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Based on the baseline, determine how to improve the participation and inclusion in CARE’s governance and strategic decision making. Baseline: The baseline will clarify the current situation in terms of decision-making processes through self-administered surveys and focus groups with CARE personnel. Performance measurement: Reapply the tools every two years.

Required data Data collection Data source Frequency Data analysis . # of staff members that This indicator should be Application of personnel survey Self-administered, written sur- measured at least every two What do survey participants believe that CARE takes the using Tool J veys by CARE personnel think? opinions of personnel and years (more frequently if there is outside actors into account in a large gap between the current and the desired situation and if How do these opinions compare strategic decision-making with those expressed by outside processes (by group) an objective was established in the POA). actors and personnel with regard . Total # of people who have to decision-making processes? participated in interviews (by group) How can the quality of participa- tion be improved? . Justification by the individuals interviewed

(measurement only) How have the perceptions of personnel changed over time? Why? Indicator #38 (indicator of organizational support – governance and human resources) # and % of positions that reflect diversity in terms of representation and influence.

Importance: This indicator examines the composition of CARE personnel in terms of variables such as sex, age, ethnicity, origin, educational level, etc. It also emphasizes that in addition to representation, it is essential for people of different characteristics to have an influence in decision making. This is based on the assumption that a diverse organization will make better decisions and be more effective in meeting its long-term strategic objectives.

Definition of key words: Diversity in representation and influence : Diversity in terms of the number of people who hold CARE jobs by levels (representation), but also in terms of the level of influence in organizational decisions. For example, in terms of gender equality, if half of country office employees are women, but all strategic decisions were made by men, there would be no progress in this indicator (although representation requirements would have been met).

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: All country offices should establish objectives for personnel representation and influence by sectors of society that are not sufficiently represented in CARE (which can be determined with or without a baseline). Baseline: The baseline is developed by reviewing the composition of personnel in terms of characteristics, as well as by asking personnel to give their opinions regarding their level of influence in decision-making processes (see previous indicators). Performance measurement: Reapply the same tools with appropriate frequency.

Required data Data collection Data source Frequency Data analysis . Criteria on requirements of Review human resources data: Human resource records Depends on the objective. Does the diversity of the country representation and influence Human resource statistics should office coincide with the diversity (example: by sex, levels or Apply Tool J, the self- be reviewed annually to identify of the country? teams) administered survey with respect Self-administered surveys to trends to employee perceptions on: measure employees’ perceptions What are the constraints to . # of personnel by variables of their level of influence Surveys should be administered achieving a reasonably balanced such as sex, age, ethnicity, 1) Their capacity to influence and analyzed every two years representation among diverse etc. by level and/or team decision-making processes groups? . # of personnel who believe that they have the capacity 2) The capacity of other groups Are these limitations due to to influence decisions (classifications) to influence prejudices, skills, etc.? . # of total personnel of each decision-making processes team, by variable What do staff members believe in Data should be consolidated by terms of their level of influence? level and/or team, and by the Regarding the influence of country office (region) as a whole others?

What can we do to increase the influence of personnel who represent different opinions and groups? Indicator #39 (indicator of organizational support – governance and human resources) # and % of personnel who demonstrate the use of basic and new skills.

Importance: CARE has established a list of key skills for work, especially with respect to new skills that we must develop and roles that we want to play in the areas where we work. It is essential to determine the percentage of personnel with these skills, as demonstrated in behaviors and concrete actions, to be able to advance toward achieving CARE’s vision. If the percentage is low, objectives should be established in the organizational POA to increase this percentage in groups of key personnel selected by developing different actions (personnel development, use of the skills models in selection processes to ensure that new employees have the required skills, etc.).

Definition of key words: Skills: Key skills, aptitudes and attitudes, demonstrated through a series of behaviors and coherent actions, for the purpose of successfully completing several tasks (basic and technical, for example, management of program cycle, financial management, planning and organization) or management processes for personnel improvement and organizational change (within and outside of the organization) to promote the vision (new: leaders of change, working with others).

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Skills required for all posts should be established to enable personnel to efficiently and effectively complete the tasks their positions entail as well as the work within their group. If there is a large gap between current and desired organizational capacities, objectives should be established every two years to define the percentage of a se- lected group of personnel that should have ideal skills for their posts and/or their teams, and that are relevant to the development of new organizational skills. A large percentage of staff members should demonstrate the use of the skills required for their positions. Baseline: This is established based on an anonymous 360-degree assessment of social, management and leadership skills, as well as on a simpler analysis of basic skills. These analyses should be carried out by the supervisor and some program and support managers for groups considered priorities. Performance measurement: This will take place at the end of the period established for the improvement through the same mechanism used for the baseline and for the same group of personnel. Required data Data collection Data source Frequency Data analysis . Definition of the selected Apply a skills measurement tool Consolidated reports by group of Social, management and What do the data consolidated by group and composition at the (360-degree assessment) for the organization or unit that leadership skills should be group demonstrate? What skills beginning and end of the social, management and administers each assessment measured every two years. do personnel have and which exercise leadership skills for a group of at need further development? least 10 individuals, and Basic skills should be measured . Average levels consolidate the results in Tool I. annually or every two years, How has the strengthening of demonstrated by each group depending on the circumstances. these skills influenced in the use of selected new Apply a basic skills measurement organizational capacities? and basic skills tool, and consolidate the results in Tool I. Which of these skills deserves further attention? What support is needed? Indicator #40 (indicator of organizational support – governance and human resources) Staff turnover.

Importance: This indicator measures the stability of the CARE work force, both in terms of total turnover and unwanted turnover. High total turnover may signal a problem because it is not desirable to have people employed in the organization for brief periods. A high “unwanted” turnover definitely indicates a problem and is a warning sign in terms of CARE’s strategic management that deserves a thorough analysis. Disaggregate turnover data by gender, ethnicity or race and level to facilitate this analysis.

Definition of key words: Staff turnover: Refers to employees who leave CARE for any reason. Unwanted staff turnover: Refers to employees that have the basic, technical and social skills required and that have demonstrated good performance but who resign or are dismissed because of a lack of funding.

Guidelines for adopting this indicator as part of the priorities of the country office or the region: Establish objectives: Measure staff turnover in the past year and establish objectives based on this information to improve the situation (unless the current situation is positive, that is, unless staff turnover is very low). Baseline: This is established based on staff turnover during the last year, using Tool I in Excel. Performance measurement: This is an annual task of human resource management, which should be undertaken more frequently in crisis situations. Required data Data collection Data source Frequency Data analysis . # of personnel who leave Review the records of staff Personnel records This indicator should be What are the main reasons CARE, by type of reason for turnover (and the documentation measured annually, or every people leave CARE? of exit interviews, if they exist) to Records on the termination of three to six months during crisis What are the trends compared resigning, level, gender, contracts or list of employees ethnicity or race understand and classify the periods. with previous years? reasons for leaving. (where the reasons for CARE What do the natural turnover data . # of personnel at the staff members’ leaving are tell us about type of position, beginning and end of the Review the data on the stated) level, gender and diversity? period of analysis composition of personnel at the How can unwanted turnover be beginning and end of the period. Interviews with people who left minimized? CARE Complete Tool I (electronic form).

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