An Introduction to Outcome Mapping

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An Introduction to Outcome Mapping
IPDETJune 18, 2009 Terry Smutylo
tsmutylo_at_magma.ca
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Objectives for this Session

• Inspire you to search for evaluation tools that
  fit your context information needs
• Introduce key concepts in Outcome Mapping
• Get a sense of whether OM would be useful in your
  own work

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Two approaches to evaluation

• As support to innovation
• Provide feedback for improvement
• New measures as goals evolve
• Internal, integrated, interpretive
• Seek to capture system dynamics
• Accountability to values, commitments
• Understand respond strategically
• Evaluator matches process to context
• Feed hunger for learning

• As inspection
• Judge success or failure
• Measure against fixed goals
• External for objectivity
• Linear cause/effect models
• Accountability to external
• Accountability for control, blame
• Evaluator controls evaluation
• Engender fear of failure

Adapted from Patton, Michael Q., 2006,
Evaluation for the Way We Work, The Nonprofit
Quarterly, Spring.
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Challenges in measuring  results

• Results are
• Complex (multiple actors and factors)
• Continuous (not limited to the life of the
  project)
• Non-linear (often unexpected, emergent)
• Incremental, cumulative (watersheds tipping
  points)
• Two-way (program may also change)
• Beyond control of the project (but subject to its
  influence)

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Pay attention to what happens along the way

• The journey is as important as the destination.

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The focus of Outcome Mapping
program influence decreases (is replaced)
changed behavior
community capacity ownership increases
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What can Outcome Mapping do?

• It can help
• Plan interventions taking context into account
• Monitor the ongoing progress of interventions
• Evaluate results while recognizing the
  contributions of others.

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OM brief history

• mid-1990s post-Rio need to demonstrate results
• 1998 Barry Kibel and Outcome Engineering
• 1999 methodological collaboration with FRAO
  NEPED (IDRC funded projects)
• 2000 publication of manual in English
• Since 2002 training, facilitation usage
  globally
• 2006 www.outcomemapping.ca
• 2008 CLAMA

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What value does OM add?

• Defines system boundaries
• Focus on actors who will drive maintain change
• Sets out a pathway of change with markers

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Identifying system boundaries
sphere of interest
sphere of influence

sphere of control
Adapted from Steff Deprez VVOB-CEGO, Nov 2006
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What are we trying to accomplish and how?
What do we want to track how?
What do we want to learn report?
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Vision
improved human, social, environmental wellbeing
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I have a dream!
Martin Luther King, Jr. August 28, 1963
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Three OM Concepts

• Results changes in behavior
• Boundary Partners
• Progress Markers

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Behavior Change as Results
Development is about how we treat each other and
the ecosystem.
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sphere of influence
The part of the world you are interested in
Program
the projects direct or boundary partners
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Boundary Partners
Those individuals, groups, organizations with
whom a program interacts directly to effect
change with whom the program can anticipate
some opportunities for influence.
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Swayamsiddha Project
CIDA
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what indicators do you use for
Greater awareness Empowered women Community
ownership Reduced conflict Increased
collaboration Governmental commitment Gender
sensitivity Equal access Budgetary
transparency Active participation Poverty
alleviation Strengthened capacity
?
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Progress Markers ladder of change
Love to see
(Deep transformation)
Like to see
(Active engagement learning)
Expect to see
(Early positive responses)
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Progress Marker Checklist

• Each Progress Marker
• Describes a changed behaviour by the boundary
  partner
• Can be monitored observed
• As a set, Progress Markers
• Are graduated from preliminary to more profound
  changes in behaviour
• Describe the change process of a single boundary
  partner

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Sample progress markers

• Expect to see Womens Self-Help Groups
• Holding regular meetings
• Discussing a list of shared concerns
• Contributing to a group bank account

Like to see Womens Self-Help Groups

• Soliciting training in maternal child health
  for its members
• Acquiring skills in managing credit programs
• Lending money to members

Love to see Womens Self-Help Groups

• Lobbying local government for expenditures on
  community improvements
• Putting forth candidates for election to local
  government council

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Why Graduated Progress Markers?

• Articulate the complexity of the change process
• Allow negotiation of expectations between the
  program and its partners
• Permit on-going assessment of progress
• Encourage the program to think about how it can
  intentionally contribute to the most profound
  transformation possible
• Help identify mid-course corrections and
  improvements

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6 kinds of strategies
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?
Facilitation questions
I-3
I-2
I-1
E-1
E-2
E-3
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(No Transcript)
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Operating Principles of OM

• Changes in well-being
• Changes in behavior

Capacity includes the power responsibility to
act
Necessity of diversified strategies
Influence not control
Contribution not attribution
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OM principles of use

• Flexible modular to be adapted to use context
  
• Complementary combine with other methods

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In monitoring evaluation

• There is no silver bullet

2. Seek quality with passion integrity
3. Recognize celebrate achievements of your
partners
4. Be idealistic realists.
5. Learn, and teach upwards.
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OM Resources Examples
www.outcomemapping.ca http//web.idrc.ca/en/ev-2
7705-201-1-DO_TOPIC.html www.mapeodealcances.net