Introduction to Outcome Mapping

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Introduction to Outcome Mapping
Terry Smutylo Natalia OrtizEvaluation Unit,
IDRCECA WorkshopsFebruary 27 March 5, 2004
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Evaluation is about balances
3. Rigour / Utility
1. Learning / Accountability
2. Process / Product
4. Effort / Results
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Key Evaluation Challenges

• Measuring (distant) development results
• Establishing cause effect in an open system
• Timing
• Encouraging iterative learning
• Clarifying values

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What is Outcome Mapping?

• An integrated P,ME system that looks at both
  development results and internal performance. It
• focuses on changes in the behaviour of direct
  partners (as outcomes)
• assesses contributions to the achievement of
  outcomes
• designs in relation to the broader development
  context but assesses within the sphere of
  influence

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Assessing Development Results
Behaviour Changes
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Assessing Internal Performance
Behaviour Changes
Program
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Assessing Influence
Behaviour Changes
Program
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Programs Sphere of Influence
The Real World
Program
Programs Boundary Partners
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Boundary Partners
Those individuals, groups, organizations with
whom a program interacts directly to effect
change with whom the program can anticipate
some opportunities for influence.
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Swayamsiddha
CIDA
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Facilitation Question
?
Who are the people, groups, and organizations
with whom you work directly and with whom you
anticipate an opportunity for influence?
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Why Behavioural Change?

• To stress that development is done by, and for,
  people
• To illustrate that a program can influence, not
  control, change

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Outcome Challenge Checklist

• Outcome Challenge Statements
• Describe behavioural changes
• About a single boundary partner
• Set out the ideal behavioural changes
• Describe the boundary partners contributions to
  the vision

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Assessing Change Progress Markers

• A graduated set of statements describing a
  progression of changed behaviours in a boundary
  partner
• Changes in actions, activities, and relationships
  leading up to the ideal outcomes desired

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3 Levels of Progress Markers

• The program sets out what it would
• Expect to see the boundary partner doing?
• Like to see the boundary partner doing?
• Love to see the boundary partner doing?

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Why Graduated Progress Markers?

• Articulate the complexity of the change process
• Allow a negotiation of expectations between the
  program and its partners
• Permit on-going assessment of progress
• Encourage the program to think about how it can
  intentionally contribute to the most profound
  transformation possible
• Make mid-course corrections and improvement
  easier

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Progress Markers Change Ladder
Love to see PMs
Like to see PMs
Expect to see PMs
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Outcome Mapping Main Elements
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For more information To share your
experienceshttp//www.idrc.ca/evaluation
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The Dilemma of Attribution

• Everybody wants it, nobody deserves it!
• Multiple actors and factors contribute

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6 Types of Strategies
Strategy
Supportive
Persuasive
Causal

• I-1
• Direct Output

• I-2
• Arouse New Skills/ Thinking

• I-3
• Supporter who guides change over time

Aimed at the Boundary Parnter

• E-1
• Alter physical or regulatory environment

• E-2
• Modify the information system

• E-3
• Create / Strengthen a Peer Network

Aimed at the Boundary Partners Environment
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Facilitation Questions
?
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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

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8 Organizational Practices

• Checking up on those already served to add value
• Sharing your best wisdom with the world
• Experimenting to remain innovative
• Engaging in organizational reflection

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Monitoring Plan
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B4D Vision
In comparison with the status quo at the start of
the project, African broadcasters in ECAs
network show a marked improvement both in the
amount of time dedicated to coverage of
development issues and in the quality of the
development programming they broadcast on African
airwaves. Development stories have moved out of
the development ghetto to the centre of the
programming agenda. Development issues are
broadcast in creative and interesting ways, with
an increased focus on their relevance to the
lives of the audience. Our partners have full
knowledge of ECAs key initiatives and are in
regular close contact with us discussing how best
to turn our knowledge into programmes. ECAs
experts are regularly heard and seen on African
and International airwaves giving the
Commissions perspectives on issues at the top of
Africas development agenda. There frequent
public discussions of key development issues
broadcast by our partners.
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B4D Mission
The Broadcasting for Development Project will be
a catalyst for an improvement in the quality and
quantity of development programming produced by
ECAs network of partners for broadcast in
Africa. Most importantly, it will empower
broadcasters not simply as tellers of the story,
but as informed actors/ partners/agents in the
development dialogue. It seeks to increase
broadcast coverage and discussion of key
development issues and initiatives that ECA is
involved with. In order to achieve this the
project will build a network first of African,
and secondly of international broadcast partners
with whom it will work closely over the lifetime
of the project. It will develop its own internal
capacity to work effectively with its partners to
translate ECAs knowledge into broadcast
material. It will work closely with individuals,
groups and organisations interested in
co-commissioning and co-producing programmes on
the African development issues currently at the
top of ECAs agenda. It will ascertain capacity
gaps and will consult broadcasters about the
areas in which think ECA can assist them. It
will work directly with individuals, groups and
organisations involved in funding and training
broadcasters in order to draw up the necessary
training programmes. It will work directly with
partners on an operational framework for the
dissemination/exchange and broadcast of
development programming material.