1 outcome mapping training workshop april 2011 dtalk dublin, ireland

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Outcome Mapping Training Workshop

April 2011

DTALK

Dublin, Ireland

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workshop objectives

✓ Clarify what OM is - and is not

✓ Help you decide if & when to apply OM

✓ Enable you to apply some tools immediately

by means of a lively learning experience

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the outcome mapping story

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✓ New vocabulary

✓ OM is not a panacea

✓ OM is shaped by context

before we start, be aware...

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✓mid-1990s: need to demonstrate results

✓1998: Barry Kibel and Outcome Engineering

✓methodological collaboration with FRAO & NEPED (IDRC funded projects)

✓2000: publication of manual in English

✓presenting, training & using OM globally

✓2006: www.outcomemapping.ca

a brief history

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©TOM Jochen Enterprises, Möckernstr.78 10965 Berlin

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focus of outcome mapping

Behavioural Changes

community capacity & ownership increases

program influence decreases

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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

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What are we trying to accomplish and how?

What do we want to learn?

What do we want to know?

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key ideas in

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look at the bigger picture

See yourself as a part of an

interconnected web of relationships and

systems

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“You cannot step into the same river twice..”Heraclitus, 6th c.

Greek philosopher

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increase our knowledge of the processes we are engaged in

know if and how we made a difference

recognize and share credit with other contributors

given this complexity, we need to :

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nested spheres

Project

Partners

Beneficiaries

Adapted from: Steff Deprez VVOB-CEGO, Nov 2006

sphere of ‘control’

sphere of influence

sphere of interest

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focus on direct partners

Identify the individuals, groups, and organizations you work with directly to support their contribution to the vision

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Why focus on behaviour changes?

✓ Development is done by and for people

✓ While a program may be able to influence peoples actions, it cannot control them.

✓ Ultimate responsibility rests with the people affected

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checking in

How would people react to these ideas in your work environment?

Could thinking about ‘behavior change’ or ‘sphere of influence’ be useful in your work?

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uses

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PLANNING clarify intentions

MONITORINGtrack program performance & partners’ progress

EVALUATIONdesign & conduct a use-oriented evaluation

primary uses

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principles of use

Flexible: modular to be adapted to use & context

Complementary: combine with other methods

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principles of use

Participatory: seeks dialogue and collaboration with partners

Evaluative: promotes culture of reflection, results oriented thinking, and social & organizational learning

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where is the map?

✓ OM is a guide to the journey we take with our partners. We co-create the map.

✓ It focuses on the intention and what happens along the way

✓ The map is not the territory, it shows the route taken

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step 1: vision

Intentional Design

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I have a dream!

Martin Luther King, Jr.August 28, 1963

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vision guides…

…and energizes the team

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improved human, social, & environmental wellbeing

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vision in graphic form, Nagaland (India)

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??vision facilitation questions

Imagine that, 5-10 years from now, the program has been extremely successful. Things have improved beyond your most ambitious dreams.

• What changes have occurred?

• What (& how) are your intended beneficiaries doing?

• What are your partners doing?

• Describe the better world you are seeking.

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step 2: mission

Intentional Design

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The mission is that “bite” of the vision statement on which the

program is going to focus.

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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

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out of the entire forest of possibilities,

it is the tree you have chosen to water.

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your mission is your “business”

•What do you do?

•Who are your principle collaborators?

•How do you work with them?

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Summary

✓ about the future✓ observable✓ idealistic ✓ not about the program

✓ feasible

✓ identifies activities and relationships

✓ about the program

Vision Mission

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checking in

What is the important difference between vision and mission?

In your work, is this a useful way to define these two concepts?

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step 3: boundary partners

Intentional Design

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sphere of influence

Program

= boundary partners

The rest of the world

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boundary partners

those individuals, groups, and organizations with whom the program:

• interacts directly to effect change

• anticipates opportunities for influence

• engages in mutual learning

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boundary partners have boundary partners

program program’s bp bp’s bp

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INGO

IDRC

BAIF

StateNGO

StateNGO

StateNGO

StateNGO

StateNGO

StateNGO

SHG Police CommunityLeaders

Families Banks PHCs

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• Identify possible actors or stakeholders

• Conduct stakeholder analysis

• Categorize stakeholders (including the subset “boundary partners”)

• Identify boundary partners

• Identify boundary partners of boundary partners

Identifying boundary partners

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HIGH

LOW

Tool for stakeholder analysis

HIGH

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moving from stakeholders...

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...to boundary partners

project

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strategic partners

selected for their potential to contribute to the mission

a person or group 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

Contracted service

Other NGOs doing similar work

Media

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✓In which individuals, groups, or organizations is your program trying to encourage change as a contribution to the vision? 

✓ With whom will you work directly? 

✓ Are you choosing boundary partners because you want to influence the ways they help or influence others?

??boundary partners facilitation questions

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checking In

What are the benefits of classifying some stakeholders as “boundary partners”?