How the OVC Program is Implemented

How the OVC Program is Implemented

Below is are synopises of the sections that help implement the OVC Program. For further information on each section please see the attached document.

Creating, managing and using knowledge

At CARE Rwanda, we believe that our programs will have greater impact if our team and our partners are continuously creating, capturing, and making effective use of knowledge: to improve our work, refine our models, inform our advocacy and guide our strategic decision making.

To this end, CARE invests in systems and spaces to promote and facilitate reflection, learning and knowledge capture, both from within and beyond CARE itself. We recognize that creating, managing and using knowledge is as much about organizational culture as it is about systems.

CARE sees itself as a learning organization and is committed to enable its staff and its partners to adopt this way of working.

SWOT Analysis

This section shows CARE Rwanda's strengths and weaknesses in relation to the implementation of the OVC program, as well as the opportunities and threats that arise from the current operating context.

CARE's role

Social change is not a simple process and does not result from the work of one organization. So what is CARE's role?

CARE sees itself as an innovator and catalyst for transformational change in lives of marginalized women and girls and their communities, and a contributing partner in addressing global poverty and social injustice.

Based on the work of others and our strengths, our focus may be on innovation and piloting or rather on ensuring quality and advocacy for scale-up with civil society and government partners.

Our principles

In all of its work, CARE International applies a number of principles. These principles show what we stand for and how we aim to add value to our work. This document outlines how we interpret and implement these principles in the Rwandan context.

In addition, CARE Rwanda has decided to adopt a number of complimentary principles to guide our work.

Staff skills and competencies

In order to implement the program strategy, our staff are a major resource.

With the changing role of CARE, focusing more on working in partnership, innovation and learning, capacity building and advocacy, the role of our staff also changes, and thus the skills and competencies that they need to fulfill that role. This section explains these changes and what we will do to arrive there.

Evaluation & updating

To ensure that the OVC program strategy reflects the latest learning and changes in context, this document will regularly be evaluated and updated. This document describes how this will be done.

Process

The development of the OVC program started in 2009 with many actors involved. This document describes the process that has lead to the OVC program that it is today.