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Outcome Mapping Training Workshop April 2011 DTALK Dublin, Ireland 1 workshop objectives by means of a lively learning experience ✓ Clarify what OM is - and is not ✓ Help you decide if & when to apply OM ✓ Enable you to apply some tools immediately 2 the outcome mapping story 3 before we start, be aware... ✓ New vocabulary ✓ OM is not a panacea ✓ OM is shaped by context 4 a brief history ✓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 5 6 focus of outcome mapping Behavioural Changes 7 the problem with « impact » Impact implies Cause & effect Development Implies 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 Change process never program obtains success ends 8 What are we trying to accomplish and how? What do we want to know? What do we want to learn? 9 key ideas in 10 look at the bigger picture See yourself as a part of an interconnected web of relationships and systems 11 “You cannot step into the same river twice .” . Heraclitus, 6th c. Greek philosopher 12 given this complexity, we need to : 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 13 14 nested spheres Beneficiaries Partners Project sphere of interest sphere of influence sphere of ‘control’ 15 Adapted from: Steff Deprez VVOB-CEGO, Nov 2006 focus on direct partners Identify the individuals, groups, and organizations you work with directly to support their contribution to the vision 16 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 17 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? 18 uses 19 primary uses PLANNING clarify intentions MONITORING track program performance & partners’ progress EVALUATION design & conduct a useoriented evaluation 20 principles of use Flexible: modular to be adapted to use & context Complementary: combine with other methods 21 principles of use Participatory: seeks dialogue and collaboration with partners Evaluative: promotes culture of reflection, results oriented thinking, and social & organizational learning 22 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 23 Intentional Design step 1: vision 24 I have a dream! Martin Luther King, Jr. August 28, 1963 25 vision guides… …and energizes the team 26 improved human, social, & environmental wellbeing 27 vision in graphic form, Nagaland (India) 28 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. 29 Intentional Design step 2: mission 30 The mission is that “bite” of the vision statement on which the program is going to focus. 31 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 32 out of the entire forest of possibilities, it is the tree you have chosen to water. 33 your mission is your “business” •What do you do? •Who are your principle collaborators? •How do you work with them? 34 Summary Vision ✓ about the future ✓ observable ✓ idealistic ✓ not about the program Mission ✓ feasible ✓ identifies activities and relationships ✓ about the program 35 checking in What is the important difference between vision and mission? In your work, is this a useful way to define these two concepts? 36 Intentional Design step 3: boundary partners 37 sphere of influence Program = boundary partners 38 boundary partners those individuals, groups, and organizations with whom the program: • interacts directly to effect change • anticipates opportunities for influence • engages in mutual learning 39 boundary partners have boundary partners program program’s bp bp’s bp 40 Families SHG PHCs Banks Police State NGO Community Leaders State NGO State NGO State NGO State NGO State NGO BAIF IDRC 41 INGO Identifying boundary partners • Identify possible actors or stakeholders • Conduct stakeholder analysis • Categorize stakeholders (including the subset “boundary partners”) • Identify boundary partners • Identify boundary partners of boundary partners 42 Tool for stakeholder analysis HIGH LOW HIGH 43 moving from stakeholders... 44 ...to boundary partners project 45 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 46 boundary partners facilitation questions ✓ 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? 47 checking In What are the benefits of classifying some stakeholders as “boundary partners”? 48