Outcome Mapping for Insight to Impact Meeting


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This is a presentation given by Enrique Mendizabal at the Impact to Insight meeting co-ordinated by ODI's RAPID group and held at King's College.

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  • More information about this presentation can be found at the Second Meeting, Impact and Insights Workshop Series website: http://www.odi.org.uk/RAPID/Events/Impact_Insight/Meeting_2.html

    For more information on evidence-based policy, check out the Evidence-Based Policy in Development Network at http://www.ebpdn.org . For more information on outcome mapping, check out the Outcome Mapping Online Learning Community at http://www.outcomemapping.ca .

    For more information on all of these issues, visit the ODI/RAPID website at http://www.odi.org.uk/RAPID .<br /><br/>
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  • Outcome Mapping for Insight to Impact Meeting

    1. 1. A small exercise <ul><li>5 minutes </li></ul><ul><li>On your own: Who are the stakeholders in your line of work? Who are the key actors that affect the outcome of your work? </li></ul><ul><li>Write them down on a piece of paper (just a list) </li></ul>
    2. 2. the outcome mapping story 2 nd Impact and Insight Meeting, London, 2007
    3. 3. <ul><li>mid-1990s: need to demonstrate results </li></ul><ul><li>1998: Barry Kibel and Outcome Engineering </li></ul><ul><li>methodological collaboration with FRAO & NEPED (IDRC funded projects) </li></ul><ul><li>2000: publication of manual in English </li></ul><ul><li>presenting, training & using OM globally </li></ul><ul><li>2006: www.outcomemapping.ca </li></ul>a brief history
    4. 4.                                                                                                                                  ©TOM Jochen Enterprises, Möckernstr.78 10965 Berlin
    5. 5. opportunities for P,M,E and learning beginning Life cycle of the program end during objectives, inputs, activities results, outputs, impact
    6. 7. Impact (changes in environmental or social conditions) Objectives (activities, products) Outcome Challenges (changes in behaviour) Life cycle of the program different approaches Logical Frame Analysis Results based Mgt
    7. 8. the problem with « impact » Impact implies Development Implies Cause & effect Open system Positive, intended results Unexpected positive & negative results occur Focus on ultimate effects Upstream effects are important Credit goes to a single contributor Multiple actors create results & need credit Story ends when program obtains success Change process never ends
    8. 9. what is outcome mapping? <ul><li>a method for planning and assessing the social effects and internal performance of projects, programs, and organisations </li></ul>
    9. 10. a flexible, multiple-use tool <ul><ul><li>Planning </li></ul></ul><ul><ul><li>Monitoring </li></ul></ul><ul><ul><li>Evaluation </li></ul></ul>
    10. 11. What are we trying to accomplish and how? What do we want to learn? How do we know we are on-track?
    11. 12. OM’s response to 4 key planning questions vision boundary partners outcomes challenges and progress markers mission, strategy map, organizational practices Why? Who? What? How?
    12. 13. key ideas in
    13. 14. look at the bigger picture <ul><li>See yourself as a part of an interconnected web of relationships and systems </li></ul>
    14. 15. recognize that change is… <ul><li>Continuous </li></ul><ul><li>Complex </li></ul><ul><li>Non-linear </li></ul><ul><li>Multidirectional </li></ul><ul><li>Not controllable </li></ul>
    15. 16. embrace constant change <ul><li>“ You cannot step into the same river twice . .” </li></ul><ul><li>Heraclitus, 6th c. Greek philosopher </li></ul>
    16. 17. How can we increase our knowledge of the processes we engage in? How can we know if we made a difference? How can we recognize contributors and share the credit? In the face of this complexity:
    17. 18. keep your eyes wide open <ul><li>Being attentive along the journey is as important as reaching the destination </li></ul>
    18. 19. focus on direct partners <ul><li>Identify the individuals, groups, and organizations you work with directly and try to influence </li></ul><ul><li>Develop a strong relationship with them </li></ul><ul><li>Find the best way to support their contribution to the vision </li></ul>
    19. 20. recognize the limits of your influence Program = boundary partners The rest of the world
    20. 21. nested spheres Adapted from: Steff Deprez VVOB-CEGO, Nov 2006 sphere of control sphere of influence sphere of interest Project Boundary partners Ultimate beneficiaries
    21. 22. focus of outcome mapping Behavioural Changes community capacity & ownership increases program influence decreases
    22. 23. why behaviour changes? <ul><li>Development is done by and for people </li></ul><ul><li>While a program may be able to influence peoples actions, it cannot control them. </li></ul><ul><li>Ultimate responsibility rests with the people affected </li></ul>
    23. 24. progressive changes <ul><li>OM focuses on progressive changes in the behaviours (Progress Markers) </li></ul><ul><li>Progress markers are like the scene-plans of a movie (for one of the characters). And like in a movie, their scenes will include other characters </li></ul><ul><li>They are ‘our theory of change’ </li></ul><ul><li>And are not set in stone </li></ul>
    24. 25. Progress Markers for local communities <ul><li>Participating in regular model forest meetings </li></ul><ul><li>Establishing a structure for cooperation </li></ul><ul><li>Acquiring new skills for managing model forests </li></ul><ul><li>Contributing resources to get the MF operational </li></ul><ul><li>Articulating a locally relevant vision for the MF </li></ul><ul><li>Promoting their MF nationally </li></ul><ul><li>Expanding the partnership </li></ul><ul><li>Calling upon external experts for advice </li></ul><ul><li>Requesting new opportunities for training </li></ul><ul><li>Publishing examples of benefits achieved through MF </li></ul><ul><li>Seeking out new partners for the MF </li></ul><ul><li>Obtaining funding from different national sources </li></ul><ul><li>Helping other communities establish MFs </li></ul><ul><li>Sharing lessons learned internationally </li></ul><ul><li>Influencing national policy debates on resource use </li></ul>
    25. 26. Therefore, think contribution not attribution! development involves complex interactions & you can influence but not control your partners (They are NOT like billiard balls!)
    26. 27. An example Girls & Women Community Leaders Women’s Self Help Groups Families Police State NGOs Banks Public Health Clinics Strategic Partners Strategies Project’s Outcomes Boundary Partners BP’s outcomes BAIF mission vision
    27. 28. M&E
    28. 29. Accountability & Learning: A Balancing Act
    29. 30. Accountability & Learning: A Balancing Act
    30. 31. planning and assessment possibilities in OM Program (performance journal) Partner (outcome journal) outcomes (behaviour changes in the partners) implementation (interventions by the program) relevance & viability (of the program) contextual information situational data Strategies (strategy journal)
    31. 32. reviewing the intentional design 1. Read the vision statement Does this still reflect the program's dream? 2. Read the mission statement Is this the greatest contribution our program can make? Have we been doing this? Why? Why not? Should we add anything or take anything away? 3. Review boundary partners Is this who we are working with directly? Do we need to add or drop any boundary partners? 4. Review outcomes Do these accurately reflect transformations in our boundary partners as they strengthen their contributions to the vision? 5. Review progress markers Was the change process we set out accurate and useful? What now needs to be added or taken out? 6. Review strategies What did we plan to do? Have we implemented these activities? Do we need to add, remove any? 7. Review organizational practices Are we doing everything we can to maintain & enhance our capacity to support our partners?
    32. 33. ongoing OM applications http://www.outcomemapping.ca Ghana Korea Switzerland Kenya Ecuador United Kingdom Madagascar Mexico Brussels Mali Egypt Netherlands Namibia Bhutan Australia Uganda Honduras Sri Lanka Zimbabwe Guatemala India
    33. 34. What are we trying to accomplish and how? What do we want to learn? How do we know we are on-track?
    34. 35. uses
    35. 36. <ul><li>PLANNING articulate goals & define activities </li></ul><ul><li>MONITORING track program performance & partners’ progress </li></ul><ul><li>EVALUATION design & conduct a use-oriented evaluation </li></ul>primary uses
    36. 37. how do we use it? <ul><li>Mostly ‘stealth’: </li></ul><ul><ul><li>Key principles: Behaviours, Boundary Partners, Progress Markers, Monitoring Journals </li></ul></ul><ul><ul><li>Communications: focusing on Boundary partners </li></ul></ul><ul><ul><li>KM: using journals for ‘learning on the job’ </li></ul></ul><ul><ul><li>Capacity development: using the OM narrative </li></ul></ul>
    37. 39. Main constrains <ul><li>Time </li></ul><ul><li>Resources </li></ul><ul><li>Necessary changes in up-ward accountability </li></ul><ul><li>Requires important changes in the user of the methodology </li></ul><ul><li>Can be sued to evaluate (ex post) but it is really designed for planning (ex ante) </li></ul>
    38. 40. A small exercise <ul><li>On your own: go back to the list and underline (or highlight or circle) the stakeholders with which you work directly (your boundary partners) -1 minute </li></ul><ul><li>In pairs (with the person sitting next to you), one at a time: </li></ul><ul><ul><li>Choose one of the boundary partners </li></ul></ul><ul><ul><li>Tell your partner how they behave today and how you would love them to behave in the ideal future (if everything was perfect). Write them down </li></ul></ul><ul><ul><li>-15 minutes </li></ul></ul>
    39. 41. A small exercise <ul><li>How different are two sets (stakeholders v. boundary partners)? </li></ul><ul><li>Did you write down THEIR behaviours? (i.e. what they do or their relationships –NOT how aware or knowledgeable they are or what others do to them) </li></ul><ul><li>Can you imagine a progressive process of changes from Today to Ideal? </li></ul>