Step 1 : Vision Statement

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Outcome Mapping Training Workshop FAO Training
Centre Siem Reap September 17-19, 2003
Evaluation Unit International Development
Research Centre CBNRM Initiative FAO Siem Reap
http//www.idrc.ca/evaluation
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Workshop Objectives

• To understand the concepts of Outcome Mapping
• To prepare an action plan using Outcome Mapping
• To apply planning,l monitoring and evaluation to
  a new phase of activities
• To reflect on the relevance of Outcome Mapping to
  your own activities

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 Those Who Dream Make a Difference!  Ms.
Kalpana Pant, Chaitanya
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IDRCs Evaluation Principles

• Action oriented
• Balancing learning accountability
• Each study is unique
• Process plus product
• Build capacity at all levels through
  participation

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Are we having an impact yet ?
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A Methodology to

• Allow a program to
• articulate goals and design activities in
  accordance with the real world context
• plan ambitiously measure realistically
• take credit for its achievements, while
  recognizing the goals achievements of others
• show progress towards its goals
• obtain feedback to improve performance

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How is OM Different?

• is used when, where how appropriate
• includes tools and methods
• facilitates PME from the bottom up
• looks at social processes rather than at changes
  in state
• merges indicators with desired outcomes

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Key Concepts of Outcome Mapping

• Sphere of influence
• Outcomes as behavioural change

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Programs Sphere of Influence
The Real World
Program
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Why Behavioural Change?

• To stress that development is done by, and for,
  people
• To illustrate that although a program can
  influence the achievement of outcomes, it cannot
  control them because ultimate responsibility
  rests with the people affected

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Changes Sought
Changes in State
Ecosystem
Human System
Changes in Behaviour
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What is an Outcome?

• Change(s) in the behaviour, relationships,
  activities, and/or actions of an individual,
  group, or organization that the program was
  helpful in bringing about.

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Step 1 Vision Statement

• Reflects the broad human, social, environmental
  betterment in which the program is engaged and to
  which it is contributing

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Developing a Vision with the Community in Nagaland
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Facilitation Questions
?

• Imagine that in 3-5 years the program has been
  extremely successful. What changes will you have
  helped bring about? What are your partners doing
  differently? What have they achieved? In
  essence, what would total success look like?

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VISION STATEMENT
The Mission is that bite of the Vision
Statement on which the program is going to focus
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Step 2 Mission Statement

• Describes how the program intends to
• Operationalize its role in support of the vision
  by determining the areas in which it will work
• Support the achievement of outcomes by its
  boundary partners

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Example Mission Statement In support of this
vision and on behalf of its donors, the program
will work in the areas of research,
dissemination, capacity building, coordination.
It will contribute to the production, synthesis,
dissemination of research data, position
papers, other information that will sensitize
local international actors to HIV/AIDS
prevention. The program will seek to expand the
range of disciplines involved in HIV/AIDS
research. It will enhance HIV/AIDS research
capacity in order to produce credible information
for local, national, international
policy-making program development. It will
promote an interest in HIV/AIDS research among
new researchers by providing research
fellowships, mentorship, training
opportunities. The program will contribute to the
development of linkages between Northern
Southern researchers encourage partnerships
between research organizations, advocates,
decision makers. It will increase its visibility
credibility among the donor community will
convince them of the utility of supporting
HIV/AIDS prevention.

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Facilitation Questions
?

• How can the program best support or contribute
  to the achievement of the vision? What areas do
  you need to work in? What do you need to do?

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Step 3 Boundary Partners
Those individuals, groups, organizations with
whom the program interacts directly to effect
change with whom the program can anticipate
some opportunities for influence.
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Boundary Partners (have boundary partners)
Programs Boundary Partners
Boundary Partners Boundary Partners
Program
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Facilitation Questions
?

•  In which individuals, groups, or organizations
  is your program trying to encourage change so
  that they can contribute to the vision?  With
  whom will you work directly? 

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Step 4 Outcome Challenge

• Description of
• The changed behaviours (relationships,
  activities, and/or actions) of a boundary partner
• How they could contribute ideally to the vision

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Outcome Challenge Checklist

• Outcome Challenge Statements
• Describe behavioural changes
• About a single boundary partner
• Set out the ideal behavioural changes
• Describe the boundary partners contributions to
  the vision

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Facilitation Questions
?

• Ideally, in order to contribute to the vision,
  how would the boundary partner be behaving?
• What would your boundary partner be doing to
  contribute maximally to the vision?

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Step 5 Progress Markers

• A graduated set of statements describing a
  progression of changed behaviours in the boundary
  partner
• Changes in actions, activities, relationships
  leading up to the ideal outcome challenge
  statement

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3 Levels of Progress Markers

• The program sets out what it would
• Expect to see its boundary partners doing?
• Like to see its boundary partners doing?
• Love to see its boundary partners doing?

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Why Graduated Progress Markers?

• Articulate the complexity of the change process
• Permit on-going assessment of partners progress
  (including unintended results)
• Encourages the program to think about how it can
  intentionally contribute to the most profound
  transformation possible
• Make mid-course corrections improvement easier

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Example Progress Markers

• The program Expects to See local communities
• Participating in regular model forest (MF)
  partnership meetings
• 2. Establishing a structure for cooperation in
  the partnership
• 3. Acquiring new skills for involvement in the
  MF
• 4. Contributing resources necessary to get the
  MF operational (minimum)

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Example Progress Markers

• The program would Like to See local communities
• Articulating a vision for the MF that is locally
  relevant
• Promoting their involvement with the MF
  nationally
• Expanding the partnership
• Calling upon external experts when necessary
• Requesting new opportunities for training
• Disseminating concrete examples of benefits
  arising from MF activities
• Seeking out new partners for the MF

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Example Progress Markers

• The program would Love to See
• local communities
• 12. Obtaining funding from different national
  sources
• 13. Helping other MFs establish themselves
• 14. Sharing lessons-learned internationally
• 15. Influencing national policy debates
  formulation on resource use and
  management

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Step 6 Strategy Map

• Outlines the programs approach in working with
  the boundary partner
• Indicates the kinds of influence the program
  expects to have on boundary partner
• Helps identify strategic gaps or if the program
  is overextended
• Suggests the type of evaluation method
  appropriate to track and assess the programs
  performance

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6 Types of Strategies
Strategy
Supportive
Persuasive
Causal

• I-1
• Direct Output

• I-2
• Arouse New Skills/ Thinking

• I-3
• Supporter who guides change over time

Aimed at the Boundary Partner

• E-1
• Alter physical or regulatory environment

• E-2
• Modify the information system

• E-3
• Create / Strengthen a Peer Network

Aimed at the Boundary Partners Environment
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6 Types of Strategies
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Facilitation Questions
?
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Facilitation Questions
?

•  How can the program know the boundary partner
  is moving toward the outcome? What would they be
  doing? 
•  What milestones would be reached as the
  boundary partner moves towards their intended
  role in contributing to the vision? 

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Step 7 Organizational Practices

• The things that you do as an organization to
• foster creativity innovation
• seek the best ways to assist your partners
• maintain your niche

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Why Organizational Practices?

• Important to how the program is going to function
  to effectively fulfill its mission
• Supporting change in its boundary partners
  requires that the program be able to change and
  adapt as well

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8 Organizational Practices

1. Prospecting for new ideas, opportunities,
   resources
2. Seeking feedback from key informants
3. Obtaining the support of your next highest power
4. Assessing (re)designing products, services,
   systems, and procedures

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8 Organizational Practices

• Checking up on those already served to add value
• Sharing your best wisdom with the world
• Experimenting to remain innovative
• Engaging in organizational reflection

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Facilitation Question
?

• What do you have to be doing in order to remain
  effective?

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Program Framework
Vision
Mission
Boundary Partner
Outcome Challenge
Boundary Partner
Outcome Challenge
Boundary Partner
Outcome Challenge
Boundary Partner
Outcome Challenge
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Outcome Mapping Main Elements
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Monitoring Plan
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Outcome Journal
Work Dating From/To Contributors to Monitoring
Update
Outcome Challenge
Low Medium High
Expect to see
Who?
LMH
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2
3
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Strategy Journal
Work Dating From/To Contributors to Monitoring
Update
Strategy to be Monitored
Effectiveness? (How did it help the boundary
partner?)
Outputs
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Performance Journal
Work Dating From/To Contributors to Monitoring
Update
Practice 1 Prospecting for New Ideas,
Opportunities, Resources
Example or Indicators Sources of
Evidence Lessons
Practice 2 Seeking Feedback from Key Informants
Example or Indicators Sources of
Evidence Lessons
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Back to Work How are you going to put your
training in Outcome Mapping to use?
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