1. 1 Outcome Mapping Training Workshop April 2011 DTALK Dublin, Ireland

2. 2 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

3. 3 the outcome mapping story

4. 4 New vocabulary OM is not a panacea OM is shaped by context before we start, be aware...

5. 5 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

6. 6 ©TOM Jochen Enterprises, Möckernstr.78 10965 Berlin

7. 7 focus of outcome mapping Behavioural Changes community capacity & ownership increases program influence decreases

8. 8 the problem with « impact » Impact implies Development Implies Cause & effect Open system Positive, intended resultsUnexpected positive & negative results occur Focus on ultimate effectsUpstream 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

9. 9 What are we trying to accomplish and how? What do we want to learn? What do we want to know?

10. 10 key ideas in

11. 11 look at the bigger picture See yourself as a part of an interconnected web of relationships and systems

12. 12 You cannot step into the same river twice.. Heraclitus, 6th c. Greek philosopher

13. 13 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 :

14. 14

15. 15 nested spheres Project Partners Beneficiaries Adapted from: Steff Deprez VVOB-CEGO, Nov 2006 sphere of control sphere of influence sphere of interest

16. 16 focus on direct partners Identify the individuals, groups, and organizations you work with directly to support their contribution to the vision

17. 17 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

18. 18 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?

19. 19 uses

20. 20 PLANNING clarify intentions MONITORING track program performance & partners progress EVALUATION design & conduct a use- oriented evaluation primary uses

21. 21 principles of use Flexible: modular to be adapted to use & context Complementary: combine with other methods

22. 22 principles of use Participatory: seeks dialogue and collaboration with partners Evaluative: promotes culture of reflection, results oriented thinking, and social & organizational learning

23. 23 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

24. 24 step 1: vision Intentional Design

25. 25 I have a dream! Martin Luther King, Jr. August 28, 1963

26. 26 vision guides… …and energizes the team

27. 27 improved human, social, & environmental wellbeing

28. 28 vision in graphic form, Nagaland (India)

29. 29 ? ? 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.

30. 30 step 2: mission Intentional Design

31. 31 The mission is that bite of the vision statement on which the program is going to focus.

32. 32 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

33. 33 out of the entire forest of possibilities, it is the tree you have chosen to water.

34. 34 your mission is your business What do you do? Who are your principle collaborators? How do you work with them?

35. 35 Summary about the future observable idealistic not about the program feasible identifies activities and relationships about the program VisionMission

36. 36 checking in What is the important difference between vision and mission? In your work, is this a useful way to define these two concepts?

37. 37 step 3: boundary partners Intentional Design

38. 38 sphere of influence Program = boundary partners The rest of the world

39. 39 boundary partners those individuals, groups, and organizations with whom the program: interacts directly to effect change anticipates opportunities for influence engages in mutual learning

40. 40 boundary partners have boundary partners programprograms bpbps bp

41. 41 INGO IDRCBAIF State NGO State NGO State NGO State NGO State NGO State NGO SHGPolice Community Leaders Families Banks PHCs

42. 42 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

43. 43 HIGH LOW Tool for stakeholder analysis HIGH

44. 44 moving from stakeholders...

45. 45...to boundary partners project

46. 46 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 partners behaviour as part of the mission Examples: Donor agency Contracted service Other NGOs doing similar work Media

47. 47 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

48. 48 checking In What are the benefits of classifying some stakeholders as boundary partners?