introduction on outcome mapping may 21, 2009

Introduction on

Outcome Mapping

May 21, 2009

Weeraboon Wisartsakul

2 Issues• OM Journey

• 3 key principles

Outcome Mapping journey

• mid-1990s: need to demonstrate results

• 1998: met Barry Kibel and Outcome Engineering

• methodological collaboration with FRAO & NEPED

• 2000: publication of manual in English

• presenting, training & using OM globally

• 2006: www.outcomemapping.ca

• …. towards the future

Quality of life of

the farmer

Project A - IDRC

Project B - GTZ

Project C - government

Project D – local NGO

“Village Z”

what is outcome mapping?

• A methodology for planning and assessing the social effects & internal performance of projects, programs (organizations)

What are we trying to

accomplish and how?

What do we want to learn?

What do we want to know?

• PLANNING: articulate goals & define activities

• MONITORING:assess program performance & partners’ outcomes

• EVALUTION:design & conduct a use-oriented evaluation

primary uses

3 key principles

Shifting Influence Over Time

Low

High

Infl

ue

nce

Time

Beneficiaries Project/program

Shifting Influence Over Time

Low

High

Time

Who control the results ?

Inputs Activities Outputs Outcomes Impacts

Beneficiaries Project/program

progress markers = ladder of change

Truly transformativeSet quite high

More active learning, engagement

Early response to program’s basic activities

Love to see

Like to see

Expect to see

Outcome challenge

Sphere of Influence

= Boundary Partners

The world

out there

Your organisation

Environment

Individual

Strategy Map

I-3I-2I-1

E-1 E-3E-2

What will bedone to producean “immediate”

output?

What networks/relationships willbe established

or utilized?

How willsustainedsupport,

guidance, ormentoring be

provided?

How will you usethe media orpublications?

What will bedone to build

capacity?

What will bedone to changethe physical or

policyenvironment?

6 Types of Strategy Map

3 Sections of Monitoring

BoundaryPartner

Project relevance & viability

Org. Practices

Program Results

Progress Markers

Program Delivery

Strategies

Project

assessing development results

Behaviour

Changes

progress markers = ladder of change

Truly transformativeSet quite high

More active learning, engagement

Early response to program’s basic activities

Love to see

Like to see

Expect to see

Outcome challenge

assessing internal performance

Project

Behaviour

Changes

8 Organizational Practices

1. Prospecting for new ideas, opportunities, & resources

2. Seeking feedback from key informants

3. Obtaining the support of your next highest power

4. Assessing & (re)designing products, services, systems, and procedures

8 Organizational Practices

5. Checking up on those already served to add value

6. Sharing your best wisdom with the world

7. Experimenting to remain innovative

8. Engaging in organizational reflection

assessing influence

Project

Behaviour

Changes

I-3I-2I-1

E-1 E-3E-2

What will bedone to producean “immediate”

output?

What networks/relationships willbe established

or utilized?

How willsustainedsupport,

guidance, ormentoring be

provided?

How will you usethe media orpublications?

What will bedone to build

capacity?

What will bedone to changethe physical or

policyenvironment?

6 Types of Strategy Map

www.idrc.ca/evaluation

www.outcomemapping.ca