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Intentional Design steps 4 & 5: outcome challenge & progress markers 63 relying on Indicators can be dangerous 1. lulling: create a false sense of security 2. corrupting: they can become our objectives 3. biased: are not use, user, context or value neutral; subject to interpretation 4. static: do not show complex, incremental change 5. misleading: may be chosen for ease of access or need to aggregate rather than relevance 64 what indicators do you use for: Greater awareness… Empowered women… Reduced conflict… Increased collaboration… Gender sensitivity… Equal access… Active participation… Poverty alleviation… Strengthened capacity… ? In OM you describe what the BP is DOING DIFFERENTLY and those are your ‘results’.65 outcome challenge statement ✓ Describes behavioural changes ✓ About a single boundary partner ✓ Sets out the ideal behavioural changes ✓ Describes the boundary partner`s contributions to the vision 66 outcome challenge facilitation questions ✓ Ideally, in order to contribute to the vision, how would the boundary partner be behaving? ✓ With whom would they be interacting? ✓ What would they be doing to contribute maximally to the vision? 67 progress markers ✓A graduated set of statements describing a progression of changed behaviours in the boundary partner ✓Describe changes in actions, activities and relationships leading to the ideal outcome ✓Articulate the complexity of the change process 68 progress markers (ladder of change) Love to see Expanding influence, helping others, sharing expertise Like to see Actively engaged, learning, commitment Expect to see Early encouraging response to program, initial engagement 69 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 70 taken together, progress markers • facilitate mid-course corrections and improvements • articulate the complexity of change • stimulate the program to consider how it can contribute to the most profound transformation possible • suggest the logic model of change • are NOT a checklist of accomplishments! 71 a network can be a boundary partner NGOs Researchers Policy makers Service providers Project intends to get them working together to solve a common problem Expect: meet, listen to from each other Like: organize an event together Love: implement a joint initiative 72 some advantages of progress markers Do not require consultant to write quantifiable indicators Show directionality of change Support learning function Can be monitored & observed from the start of the program Permit on-going assessment of partner’s progress (including unintended results) Provide basis for dialogue with partners 73 Progress Markers for local communities 1. Participating in regular model forest meetings 2. Establishing a structure for cooperation 3. Acquiring new skills for managing model forests 4. Contributing resources to get the MF operational 5. Articulating a locally relevant vision for the MF 6. Promoting their MF nationally 7. Expanding the partnership 8. Calling upon external experts for advice 9. Requesting new opportunities for training 10. Publishing examples of benefits achieved through MF 11. Seeking out new partners for the MF 12. Obtaining funding from different national sources 13. Helping other communities establish MFs 14. Sharing lessons learned internationally 15. Influencing national policy debates on resource use 74 Comparing Results in 3 MF countries Progress Marker Chile Chiloe Russia Gassinsky Mexico Chihuahua Mexico Calakmul Mexico Monarch Expect to see local communities: 1 ! ! ! ! ! 2 ! ! ! ! ! 3 ! ! ! ! ! 4 ! ! ! ! ! Like to see local communities: 5 ! ! ! ! ! 6 ! ! ! ! ! 7 ! ! ! ! ! 8 ! 9 ! ! ! ! 10 Potential ! 11 12 Love to see local communities: 13 14 15 ! ! ! 75 checking in What is the difference between ‘outcome challenge’ and “progress markers’? How might the concept of ‘progress markers’ be useful in your work? 76 Intentional Design step 6: strategy maps 77 vision mission SP BP Beneficiaries BP INGO State NGOs SP BP SP Strategies Strategic Partners Boundary Partners Project’s Outcomes BP’s outcomes 78 6 kinds of strategies causal I aimed at individual boundary partner E aimed at boundary partner’s environment direct influence persuasive supportive arouse new thinking; build skills, capacity on-going support alter the broad physical, information create / regulatory or dissemination; strengthen information access to new peer networks environment info 79 causal persuasive supportive I aimed at individual boundary partner E aimed at boundary partner’s environment 80 strategies facilitation questions causal I aimed at individual boundary partner E aimed at boundary partner’s environment persuasive supportive I-1 I-2 what will be done to produce and “immediate output”? what will be done to build capacity? E-1 E-2 I-3 how will sustained support, guidance or mentoring be provided? E-3 what will be how will the what networks done to alter media or or relationships the physical or publications be will be policy used? established or 81 environment? utilized? value of strategy maps ✓ Clarify what the project is doing, with whom and why ✓ Anticipate the program’s influence on the BP ✓ Articulate the range, mix and logic of the strategies ✓ Detect strategy gaps and over extension of resources ✓ Encourage multiple interventions to increase effectiveness ✓ Suggest appropriate evaluation methods 82 Level of detail…? Depends on your audience Board of Directors Project overview Program design General description projects goals and activities Action verbs Exactly what are we going to do Team work plan Field implementation More Specific assignments, dates, budget Detailed instructions who, what, where, etc. 83 checking in How could a Strategy Map be useful in your work? 84