An Introduction to Outcome Mapping

ICTJJanuary 9, 2008

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My objectives for this session

✓ Give you an overview of what OM is

✓ Provide ICTJ examples of how to use OM for designing your programs

Through lively discussion & exchange of ideas to:

focus of linear- cause and effect framework

Inputs Activities Outputs Outcomes Impacts

focus of outcome mapping

Inputs Activities Outputs Outcomes Impacts

Behavioural Changes

community capacity & ownership increases

program ownership decreases

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Challenges in measuring « results »

Change is:

Complex (multiple actors and factors)

Continuous (not limited to the life of the project)

Non-linear (often unexpected, emergent)

Two-way (program may also change)

Beyond the control of the project (but subject to its influence)

Incremental, cumulative

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How can we cope with this complexity?

Pay attention to the journey

Focus on your direct partners

Recognize the limits of your influence

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PLANNING articulate goals & define activities

MONITORINGtrack program performance & partners’ progress

EVALUATIONdesign & conduct a use-oriented evaluation

primary uses of OM

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step 1: Vision

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I have an objectively verifiable indicator of success!

Martin Luther King, Jr.August 28, 1963

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ICTJ examples of Vision

The vision of ICTJ fellowships is to strengthen and increase the prominence of transitional justice norms; to improve state compliance with international obligations; to advance prospects for justice, peace and accountability especially after periods of repressive rule or violent conflict, and to energize civil society world-wide.

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ICTJ examples of vision

The vision of the Peru country program is to promote and protect human rights, ensure that human rights abusers are held accountable for their actions, encourage the rule of law, and promote an equitable distribution of resources within areas affected by conflict.

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step 2: Mission

Intentional Design

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The mission is that “bite” of the vision statement on which the

program is going to focus.

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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

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Vision vs Mission

✓ about the future

✓ observable

✓ idealistic

✓ not about the program

✓ feasible

✓ identifies activities and relationships

✓ about the program

Vision Mission

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Vision vs Mission - Fellowships

The vision of ICTJ fellowships is to strengthen and increase the prominence of transitional justice norms; to improve state compliance with international obligations; to advance prospects for justice, peace and accountability especially after periods of repressive rule or violent conflict, and to energize civil society world-wide.

Vision MissionThe mission of ICTJ Fellowships is to assist in the development of integrated, comprehensive, and localized approaches to TJ by: building TJ capacity among civil society organizations, encouraging these organizations to consider how TJ methodologies are applied to their work, and fostering networks and partnerships for collaboration among TJ practitioners

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Vision vs Mission – Peru Program

The vision of the Peru country program is to promote and protect human rights, ensure that human rights abusers are held accountable for their actions, encourage the rule of law, and promote an equitable distribution of resources within areas affected by conflict.

Vision Mission

The mission of the ICTJ Peru Country program is to assist in the development of integrated and comprehensive strategies on truth seeking, reparations, and prosecutions.

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step 3: Boundary Partners

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Three Key OM Concepts:

“Boundary Partners”

“Progress Markers”

Results = changes in behavior

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Whose behaviour?

Programtim

e limit o

f

the initiative

= boundary partners

The rest of the world

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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.

Military Police

Local H.R.

Orgs

Victims’

Groups.TRCs

Domestic

ProsecutorsGovts

Int’l

Bodies

ICTJ Program

Community

Leaders Victims

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strategic partners

selected for their potential to contribute to the mission

persons or groups 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

Other NGOs doing similar work

Media

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step 4: Outcome Challenge

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Outcome Challenge

Once the boundary partners have been identified, outcome challenges are developed for each boundary partner.

An outcome challenge describes how behaviors, relationships, activities, actions of an individual, group, or institution will change if the program is successful.

In other words: OCs are idealistic, yet realistic. They are phrased in such a way as to capture how the actor would behave and relate to others if the program achieved its full potential as facilitator of change.

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Outcome Challenge – Fellowship Program

Boundary Partner = Fellows

Outcome Challenge = If the program achieves full potential, fellows will act as “TJ Entrepreneurs” in their countries. They will demonstrate an understanding of TJ theory and practice, enabling them to analyze TJ issues and challenges in their countries. Fellows will also take active roles in promoting TJ knowledge, disseminating materials, and develop partnerships with relevant government and NGO actors.

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Outcome Challenges – Peru Program

Boundary Partner = Civil Society Organizations (CSOs)

Outcome Challenge = If the program is successful, local CSOs will build strong relationships with the TRC and governmental entities. They will promote discussion of TJ issues within their existing networks, and create new networks that address national TJ issues as they arise. They will create local expertise on specific TJ issues, and use their expertise to assist not only other local CSOs, but also the TRC, the Special Prosecutor, and the Reparations Commission.

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What indicators do you use for:

Greater awareness…

Empowered women…

Reduced conflict…

Increased collaboration…

Gender sensitivity…

Equal access…

Full participation…

Strengthened capacity…

Enhanced effectiveness…

?

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step 5: Progress Markers

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Progress Markers = ladder of change

(Deep transformation)

(Active engagement & learning)

(Early positive responses)

Love to see

Like to see

Expect to see

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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

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Why Graduated Progress Markers?

Articulate the complexity of the change process

Allow 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

Help identify mid-course corrections and improvements

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Expect to Fellows:

1. Fellows absorb TJ knowledge, capacity and skills. Gain familiarity with TJ ‘canon’

2. Fellows develop a TJ proposal or product adapted to their own setting

3. Improve leadership, communication, writing, and fundraising skills

4. Participate in networks and develop partnerships with fellow TJ practitioners

Example Progress Markers

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Like to See Fellows:

5. Articulate a locally relevant TJ vision, and actively promote TJ concepts through implementation of proposal.

6. Develop and expand partnership to include local and international actors/ identify opportunities for collaboration with other institutions and actors in home country

7. Advance within their organizations because of increased capacity and leadership

8. Request or pursue new opportunities for training and education

9. Produce and disseminate concrete examples of benefits arising from TJ activities; fellows produce TJ-related publications

…Example Progress Markers

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Love to see Fellows:

10.Become visible spokespersons for TJ in home country

11.Play a lead role in TJ structures, with view to long- and medium-term benefits

12.Share lessons and experiences with communities nationally and internationally

13. Influencing national policy debates and policy formulation on TJ-related issues and mechanisms

…Example Progress Markers

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step 6: Strategy Maps

Intentional Design

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6 kinds of strategies

causal persuasivesupportiv

e

Iaimed at individual

boundary partner

directinfluence

arouse new thinking;

build skills, capacity

on-going support

Eaimed at boundary partner’s

environment

alter the physical,

regulatory or

information environment

broad information dissemination; access to

new info

create / strengthen

peer networks

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causal persuasive supportive

Iaimed at individual boundary partner

what will be done to

produce and “immediate

output”?

what will be done to build

capacity?

how will sustained support,

guidance or mentoring be

provided?

Eaimed at boundary partner’s

environment

what will be done to alter

the physical or policy

environment?

how will the media or

publications be used?

what networks or relationships

will be established or

utilized?

facilitation questions ??I-2 I-3I-1

E-1 E-2 E-3

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step 7: Organizational Practices

Intentional Design

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Organizational Practices

Organizational practices describe a well performing program that has the potential to sustain change interventions over time.

Some of these practices relate to the activities being undertaken, while other relate to the care and feeding of the program so that it can thrive

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Organizational Practices include

1. Prospecting for new ideas, opportunities and resources

2. Seeking feedback from key informants3. Obtaining the support of your next

highest power4. Assessing and (re)designing products,

services, systems, and procedures

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Organizational Practices include

5. Checking up on those already served

6. Sharing your best wisdom with the world

7. Experimenting to remain innovative8. Engaging in organizational reflection