An Introduction to Outcome Mapping ICTJ January 9, 2008

My objectives for this session Give you an overview of what OM is Provide ICTJ examples of how to use OM for designing your programs Through lively discussion & exchange of ideas to:

Give you an overview of what OM is

Provide ICTJ examples of how to use OM for designing your programs

focus of linear- cause and effect framework

focus of outcome mapping Behavioural Changes community capacity & ownership increases program ownership decreases

Challenges in measuring « results » Change is: Complex (multiple actors and factors) Continuous (not limited to the life of the project) Non-linear (often unexpected, emergent) Two-way (program may also change) Beyond the control of the project (but subject to its influence) Incremental, cumulative

Change is:

Complex (multiple actors and factors)

Continuous (not limited to the life of the project)

Non-linear (often unexpected, emergent)

Two-way (program may also change)

Beyond the control of the project (but subject to its influence)

Incremental, cumulative

How can we cope with this complexity? Pay attention to the journey Focus on your direct partners Recognize the limits of your influence

Pay attention to the journey

Focus on your direct partners

Recognize the limits of your influence

PLANNING articulate goals & define activities MONITORING track program performance & partners’ progress EVALUATION design & conduct a use-oriented evaluation primary uses of OM

PLANNING articulate goals & define activities

MONITORING track program performance & partners’ progress

EVALUATION design & conduct a use-oriented evaluation

step 1: Vision

I have an objectively verifiable indicator of success! Martin Luther King, Jr. August 28, 1963

ICTJ examples of Vision The vision of ICTJ fellowships is to strengthen and increase the prominence of transitional justice norms; to improve state compliance with international obligations; to advance prospects for justice, peace and accountability especially after periods of repressive rule or violent conflict, and to energize civil society world-wide.

ICTJ examples of vision The vision of the Peru country program is to promote and protect human rights, ensure that human rights abusers are held accountable for their actions, encourage the rule of law, and promote an equitable distribution of resources within areas affected by conflict.

The vision of the Peru country program is to promote and protect human rights, ensure that human rights abusers are held accountable for their actions, encourage the rule of law, and promote an equitable distribution of resources within areas affected by conflict.

step 2: Mission Intentional Design

The mission is that “bite” of the vision statement on which the program is going to focus.

mission statement Describes how the program intends to Apply its resources in support of the vision Specifies the areas in which it will work Support the achievement of outcomes by its direct partners

Describes how the program intends to

Apply its resources in support of the vision

Specifies the areas in which it will work

Support the achievement of outcomes by its direct partners

Vision vs Mission about the future observable idealistic not about the program feasible identifies activities and relationships about the program Vision Mission

about the future

observable

idealistic

not about the program

feasible

identifies activities and relationships

about the program

Vision vs Mission - Fellowships The vision of ICTJ fellowships is to strengthen and increase the prominence of transitional justice norms; to improve state compliance with international obligations; to advance prospects for justice, peace and accountability especially after periods of repressive rule or violent conflict, and to energize civil society world-wide. Vision Mission The mission of ICTJ Fellowships is to assist in the development of integrated, comprehensive, and localized approaches to TJ by: building TJ capacity among civil society organizations, encouraging these organizations to consider how TJ methodologies are applied to their work, and fostering networks and partnerships for collaboration among TJ practitioners

Vision vs Mission – Peru Program The vision of the Peru country program is to promote and protect human rights, ensure that human rights abusers are held accountable for their actions, encourage the rule of law, and promote an equitable distribution of resources within areas affected by conflict. Vision Mission The mission of the ICTJ Peru Country program is to assist in the development of integrated and comprehensive strategies on truth seeking, reparations, and prosecutions.

step 3: Boundary Partners

Three Key OM Concepts: “ Boundary Partners” “ Progress Markers” Results = changes in behavior

“ Boundary Partners”

“ Progress Markers”

Results = changes in behavior

Whose behaviour? Program time limit of the initiative = boundary partners The rest of the world

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.

Military Police Local H.R. Orgs Victims’ Groups. TRCs Domestic Prosecutors Govts Int’l Bodies ICTJ Program Community Leaders Victims

strategic partners selected for their potential to contribute to the mission persons or groups with whom the program works directly to achieve the mission, without necessarily wanting to change the partner’s behaviour as part of the mission Examples: Donor agency Other NGOs doing similar work Media

selected for their potential to contribute to the mission

persons or groups with whom the program works directly to achieve the mission, without necessarily wanting to change the partner’s behaviour as part of the mission

step 4: Outcome Challenge

Outcome Challenge Once the boundary partners have been identified, outcome challenges are developed for each boundary partner. An outcome challenge describes how behaviors, relationships, activities, actions of an individual, group, or institution will change if the program is successful. In other words: OCs are idealistic, yet realistic. They are phrased in such a way as to capture how the actor would behave and relate to others if the program achieved its full potential as facilitator of change.

Outcome Challenge – Fellowship Program Boundary Partner = Fellows Outcome Challenge = If the program achieves full potential, fellows will act as “TJ Entrepreneurs” in their countries. They will demonstrate an understanding of TJ theory and practice, enabling them to analyze TJ issues and challenges in their countries. Fellows will also take active roles in promoting TJ knowledge, disseminating materials, and develop partnerships with relevant government and NGO actors.

Outcome Challenges – Peru Program Boundary Partner = Civil Society Organizations (CSOs) Outcome Challenge = If the program is successful, local CSOs will build strong relationships with the TRC and governmental entities. They will promote discussion of TJ issues within their existing networks, and create new networks that address national TJ issues as they arise. They will create local expertise on specific TJ issues, and use their expertise to assist not only other local CSOs, but also the TRC, the Special Prosecutor, and the Reparations Commission.

Boundary Partner = Civil Society Organizations (CSOs)

Outcome Challenge = If the program is successful, local CSOs will build strong relationships with the TRC and governmental entities. They will promote discussion of TJ issues within their existing networks, and create new networks that address national TJ issues as they arise. They will create local expertise on specific TJ issues, and use their expertise to assist not only other local CSOs, but also the TRC, the Special Prosecutor, and the Reparations Commission.

What indicators do you use for: Greater awareness… Empowered women… Reduced conflict… Increased collaboration… Gender sensitivity… Equal access… Full participation… Strengthened capacity… Enhanced effectiveness… ?

step 5: Progress Markers

Progress Markers = ladder of change (Deep transformation) (Active engagement & learning) (Early positive responses) Love to see Like to see Expect to see

progress markers are graduated move from initial to more profound changes in behaviour show transformation in a single boundary partner more informative than a single indicator

move from initial to more profound changes in behaviour

show transformation in a single boundary partner

more informative than a single indicator

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

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

Expect to Fellows: Fellows absorb TJ knowledge, capacity and skills. Gain familiarity with TJ ‘canon’ Fellows develop a TJ proposal or product adapted to their own setting Improve leadership, communication, writing, and fundraising skills Participate in networks and develop partnerships with fellow TJ practitioners Example Progress Markers

Expect to Fellows:

Fellows absorb TJ knowledge, capacity and skills. Gain familiarity with TJ ‘canon’

Fellows develop a TJ proposal or product adapted to their own setting

Improve leadership, communication, writing, and fundraising skills

Participate in networks and develop partnerships with fellow TJ practitioners

Like to See Fellows: Articulate a locally relevant TJ vision, and actively promote TJ concepts through implementation of proposal. Develop and expand partnership to include local and international actors/ identify opportunities for collaboration with other institutions and actors in home country Advance within their organizations because of increased capacity and leadership Request or pursue new opportunities for training and education Produce and disseminate concrete examples of benefits arising from TJ activities; fellows produce TJ-related publications … Example Progress Markers

Like to See Fellows:

Articulate a locally relevant TJ vision, and actively promote TJ concepts through implementation of proposal.

Develop and expand partnership to include local and international actors/ identify opportunities for collaboration with other institutions and actors in home country

Advance within their organizations because of increased capacity and leadership

Request or pursue new opportunities for training and education

Produce and disseminate concrete examples of benefits arising from TJ activities; fellows produce TJ-related publications

Love to see Fellows : Become visible spokespersons for TJ in home country Play a lead role in TJ structures, with view to long- and medium-term benefits Share lessons and experiences with communities nationally and internationally Influencing national policy debates and policy formulation on TJ-related issues and mechanisms … Example Progress Markers

Love to see Fellows :

Become visible spokespersons for TJ in home country

Play a lead role in TJ structures, with view to long- and medium-term benefits

Share lessons and experiences with communities nationally and internationally

Influencing national policy debates and policy formulation on TJ-related issues and mechanisms

step 6: Strategy Maps Intentional Design

6 kinds of strategies causal persuasive supportive I aimed at individual boundary partner direct influence arouse new thinking; build skills, capacity on-going support E aimed at boundary partner’s environment alter the physical, regulatory or information environmen t broad information dissemination; access to new info create / strengthen peer networks

facilitation questions ? I-2 I-3 I-1 E-1 E-2 E-3 causal persuasive supportive I aimed at individual boundary partner what will be done to produce and “immediate output”? what will be done to build capacity? how will sustained support, guidance or mentoring be provided? E aimed at boundary partner’s environment what will be done to alter the physical or policy environment? how will the media or publications be used? what networks or relationships will be established or utilized?

step 7: Organizational Practices Intentional Design

Organizational Practices Organizational practices describe a well performing program that has the potential to sustain change interventions over time. Some of these practices relate to the activities being undertaken, while other relate to the care and feeding of the program so that it can thrive

Organizational practices describe a well performing program that has the potential to sustain change interventions over time.

Some of these practices relate to the activities being undertaken, while other relate to the care and feeding of the program so that it can thrive

Organizational Practices include Prospecting for new ideas, opportunities and resources Seeking feedback from key informants Obtaining the support of your next highest power Assessing and (re)designing products, services, systems, and procedures

Prospecting for new ideas, opportunities and resources

Seeking feedback from key informants

Obtaining the support of your next highest power

Assessing and (re)designing products, services, systems, and procedures

Organizational Practices include Checking up on those already served Sharing your best wisdom with the world Experimenting to remain innovative Engaging in organizational reflection

Checking up on those already served

Sharing your best wisdom with the world

Experimenting to remain innovative

Engaging in organizational reflection