Outcome Mapping Training Workshop FAO Training Centre Siem Reap September 17-19, 2003

1. 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

2. 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

4. « Those Who Dream Make a Difference! » Ms. Kalpana Pant, Chaitanya

6. IDRC`s Evaluation Principles • Action oriented • Balancing learning & accountability • Each study is unique • Process plus product • Build capacity at all levels through participation

7. Are we having an impact yet ?

8. 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

10. How is OM Different? • is used when, where & how appropriate • includes tools and methods • facilitates PM&E from the bottom up • looks at social processes rather than at changes in state • merges indicators with desired outcomes

11. Key Concepts of Outcome Mapping • Sphere of influence • Outcomes as behavioural change

12. Program`s Sphere of Influence The Real World Program

13. 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

14. Changes Sought Changes in State Ecosystem Human System Changes in Behaviour

15. 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.

17. Step 1 : Vision Statement • Reflects the broad human, social, & environmental betterment in which the program is engaged and to which it is contributing

18. Developing a Vision with the Community in Nagaland

20. 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?”

22. VISION STATEMENT The Mission is that “bite” of the Vision Statement on which the program is going to focus

23. 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

24. 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.

25. 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? ”

27. 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.

28. Boundary Partners (have boundary partners) Program’s Boundary Partners Boundary Partners’ Boundary Partners Program

29. 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? »

31. 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

32. Outcome Challenge Checklist Outcome Challenge Statements: • Describe behavioural changes • About a single boundary partner • Set out the ideal behavioural changes • Describe the boundary partner`s contributions to the vision

33. 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?”

35. 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

36. 3 Levels of Progress Markers The program sets out what it would: • Expect to seeits boundary partners doing? • Like to seeits boundary partners doing? • Love to seeits boundary partners doing?

37. 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

38. 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)

39. 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

40. 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

42. Step 6: Strategy Map • Outlines the program`s 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 program’s performance

43. 6 Types of Strategies Strategy Causal Persuasive Supportive • 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 Partner`s Environment

44. 6 Types of Strategies

45. Facilitation Questions ?

46. 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? »

48. 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

49. 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

50. 8 Organizational Practices • Prospecting for new ideas, opportunities, & resources • Seeking feedback from key informants • Obtaining the support of your next highest power • Assessing & (re)designing products, services, systems, and procedures