Outcome mapping dph day 2012
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Design Charles & Ray Eames - Hang it all © Vitra Introduction to Outcome Mapping ITG, 1/06/2012 Bénédicte Fonteneau & Jan Van Ongevalle
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Introduction to Outcome Mapping
ITG, 1/06/2012
Bénédicte Fonteneau & Jan Van Ongevalle
Brief definition of Outcome Mapping
• A highly adaptable planning, monitoring and evaluation methodology
• Focused on changes in behaviour of social actors with whom the project/programme works
• Oriented towards social & organisational learning
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OM Paradigm Shift
Outcome mapping establishes a vision of the human, social, and environmental betterment to which the program hopes to contribute and then focuses monitoring and evaluation on factors and actors within its sphere of influence.
The program’s contributions to development are planned and assessed based on its influence on the partners with whom it is working to effect change. At its essence, development is accomplished through changes in the behaviour of people; therefore, this is the central concept of outcome mapping.
Sarah Earl (IDRC)
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OM Principles
Change is:• Complex
– Involve a confluence of actors and factors
– relationships of cause and effect are unknown
• Continuous (not limited to the life of the intervention)
• Non-linear (unexpected results occur)
• Beyond the control of the development intervention (but subject to its influence)
• Two-way ( you also change)
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Brief History
• Developed by the International Developement & Research Centre (IDRC, Canada) in response to fundamental problems with existing approaches to reporting on development impacts– Proving cause/effect– Attribution of impact– Unexpected results– Sustainability of impact
• 2000: Publication of manual in English• 2006: OM Learning Community
The steps of outcome mapping
The principles of Outcome Mapping
The essence of social change is a process in which diverse social actors do things differently than they had been doing them before.
Outcomes understood as changes in social actors. A development intervention influences outcomes in the
broad sense of the term: from inspiring and supporting and facilitating to persuading and pressuring and even forcing change.
There is a limit to our influence
Project/programme
Partners final Beneficiaries
Sphere of control
Sphere of influence
Sphere of interest
Strategic partner
There is a limit to our influence
Inputs, activities, outputs
Impact: Changes in state
Sphere of control
Sphere of influence Sphere of interest
Outcomes: Changes in behavior/prac-tices/relationships
Outputs
• What the organisation generates directly through its activities on the short-term – the processes, goods and services that it produces.
• For example: Workshops, training manuals, research and assessment reports, guidelines and action plans, strategies, and technical assistance packages, amongst others.
• The organisation controls activities and outputs.
Outcomes
Observable changes in social actors – individuals, groups, organisations, institutions – that potentially contribute to the long-term, sustainable improvement in people’s lives or the state of the environment envisioned in the vision of the organisation.
The organisation influences outcomes.
Impact
Long-term, sustainable changes in the conditions of people and the state of the environment that structurally reduce poverty, improve human well-being and protect and conserve natural resources.
The organisation contributes indirectly to impact.
Participatory research on demonstration farms to develop approaches to drip irrigation
Farmers participate in field trials
Participating farmers learn how to use drip irrigation equipment
Extension workers visit demonstration farms
Training of extension workers
Publication of performance of different set-ups
Farmers share new skills with peers
Extension workers promoting drip irrigation
Farmers adopting drip irrigation methods
Reduced numbers of new wells
Greater quantities of groundwater available
Improved crop production and nutrition
Focus of Outcome Mapping
Outcome Mapping
Actor ownership/control increases
Project influence decreases
controlinfluence Interest
Inputs Activities Outputs Outcomes Impacts
Contributing to impact, rather than attributing impact
ATTRIBUTIONCONTRIBUTION
INPUTS, ACTIVITIES
AND OUTPUTS
IMPACT
You bridge the chasm between what you control and the end result to which you aim to contribute with outcomes that you have influenced
Boundary partners
Those individuals, groups, and organizations with whom the project
✓ interacts directly to effect change
✓ anticipates opportunities for influence
✓ engages in mutual learning
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?
A program has normally not more than 4 or 5 types ofboundary partners
(Deep transformation)
(Active engagement)
(Early positive responses)
Love to see
Like to see
Expect to see
Progress Markers – Three levels of change
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Writing progress markers
• If this BP were just beginning to move in the direction of contributing to the vision as stated in the outcome challenge, what could we expect to see in terms of changed behaviours? (these are your expect to see progress markers)
• As the BP becomes more committed and knowledgeable and better able to contribute to the vision, what behaviours would we like to see emerge? (these are your like to see progress markers)
• Once contributing maximally to the vision, what would you love to see the boundary partner doing? (these are your love to see progress markers)
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Progress markers
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X
10-04-2023 27Thanks to Simon Hearn
The Monitoring Balancing Act
The steps of outcome mapping
Name of the boundary partner
Work dating from/to: Name(s) of the person(s) who compiled the journal: Outcome Challenge:. Progress Markers Remarkable facts, what
happenedFollow up / corrective measures
Unanticipated changes :Which support strategies where helpful or require further follow-up or action during the next term? Contributing or limiting factors and actors towards achievement of progress markers: : Summary of lessons learned/recommendations :
Outcome Journal
Advantages OM
1. OM opens the black box of the outcome level, which is an important step towards sustained impact
2. OM helps to plan, follow-up and evaluate the effects/impact of capacity development (CD). CD is an essential component of development cooperation
3. The OM design helps to bring in an actor-centered / socialised intervention logic. This helps to trace impact via the actors involved.
4. Helps (even forces) programme staff to develop a sharper eye for the effects of what they do.
Potential limitations of OM
1. Limited focus at the level of the final beneficiaries / might need complementary approaches
2. Requires rigorous and periodic monitoring and formative evaluation (often a challenge for staff who prefer ‘to do’ instead of reflecting on what they do)
3. Management support and participation of those who do the influencing is crucial
4. Analysis and aggregation of qualitative data
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Outcome Mapping Learning Community
