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Overview of OP&L
How it Works
AOP Format & Process
Q & A
LAC OP&L Case Study
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Below is a list of key terms and definitions. Please feel free to include more terms or definitions!
The term “program initiative” refers to all of the different types of interventions that country offices are undertaking. Projects are one type of intervention, but not the only type. For example, certain advocacy related interventions are not “projects” per se; yet they constitute important interventions that should also uphold the CI programming principles.
The outcome of a project or program. Impact is one component in determining whether or not a project is achieving good organizational performance. The overall impact will be the amount of poor people whose poverty has been lessened by CARE's projects, found by comparing the baseline data to the results every 2 years.
At CARE, organizational performance seeks to measure the degree to which the
outcome of our work
shows evidence of reduced poverty, improved social justice, more people living in dignity and security
In addition, we have clear evidence that our
(i.e. what we say, what we do, and how we do it) is
Data gathering devices used to analyze the current situation (baseline), set performance objectives and poverty reduction and social justice goals, and measure progress in achieving those objectives and goals. There are 40 indicators associated with program impact, program strategy and organizational support. Indicators are ways of measuring the tools (results).
Annual Operating Plan (AOP or DAO)
The Annual planning and evaluating process in place at regional and country office levels. OPL evaluating procedures were linked to pre-existing AOPs.
Initial data compiled and analyzed so that COs can assess the results of their program initiatives by comparing the same data after the project to the data before the project was implemented.
Millennium Development Goals
8 goals that the United Nations member states have agreed to achieve by 2015 (eradicate extreme poverty, universal primary education, promote gender equality and empower women, reduce child mortality, improve maternal health, combat disease, ensure environmental sustainability, develop global partnership for development). The OPL uses the MDGs as a guide for program development. MDGs are the industry standard in terms of poverty reduction.
CI Programming Principles
CARE impact and strategy indicators are linked to the following CARE programming principles: 1) Promote empowerment, 2) Work with partners, 3) Ensure accountability and promote responsibility, 4) Address discrimination, 5) Promote the non-violent resolution of conflicts and 6) seek sustainable results.
Balance Scorecard model (BSC)
Developed in the 1980s, the BSC is a concept for measuring whether the activities of a company are meeting its objectives in terms of vision and strategy. BSC assumes that an organizational strategy is already defined, which is the main reason CARE adopted the OPL rather than using BSC. Currently, El Salvador is the only CO implementing the BSC as a performance management model.
The result of a two-year process undertaken by representatives from CARE International Member countries and LAC Region Country Office staff. It sets forth the strategic orientations that will guide CARE's efforts during the period 2000-2015 in pursuit of the CI Vision and Mission.
Tools are data gathering instruments designed to promote CI programming principles and project standards. Tools are implemented at various points during a projects conception, implementation and evaluation stages. The tools inform a project's design, guide its implementation, aid evaluation and financial management and assist in project management.
Resource Mobilization Strategy
Adopted in 2003 and identifies the link with mobilizing resources to contribute to achieving the Millennium Development Goals.
Aligning Work with a Vision
Indicators are linked to the Benchmarks outlined in Aligning our Work with our Vision
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