outcome mapping 101! - act mapping 101! ... collaborating and contributing human resources to...
TRANSCRIPT
Our Theory of Change
‘Supporting civil society partners to implement context-specific strategic interventions will enable them to influence positive change in the attitudes and behaviour of citizens, civil society and government, making government as a whole more responsive and accountable.’
Inputs
Process
Outputs
Outcome
Goal
Access to Information Improved
Headcount: mass media, broad dissemination, targeted dissemination
MDGs Achieved
Selection, Tailored Individual Support, Grants
Individual and Shared Learning
Civil Society Strengthened
Number and description of: collective citizen actions (joining movements), AcT partner actions Evidence of increased efficiency of partners (PMPs)
Changed attitude / behaviour of government towards civil
society Number and description of engagements at national and local level, appointed and elected officials
Increased Accountability and Responsiveness of Government
Number and description of policies, practices or budgets successfully influenced, or positive response to complaints at national and local level, appointed and
elected officials
Increased Citizen Action
Number and description of: individual citizen actions (eg sending sms, letters to editors etc)
Activism; protest; appealing to public opinion; ‘hearts and
minds’
Networking, using personal contacts,
‘having a quiet chat…’
Engaging in formal policy processes – eg
through technical working groups, annual sectoral
reviews etc
Using the legal system – public
interest cases, law enforcement agencies
Inside Track
Informal (relationships ;
personal)
Formal (Structures and
Processes)
Outside Track
AcT Programme Theory of Change for Partners K Dyer, A Lyon and G Sundet
What kind of results are we interested in?
• Long term sustainable benefits for people (give a man a fish…)
• More than just projects completed / activities carried out
• Often changes in policy, how policy is implemented, legislation, budget policy ie large and complex processes involving many stakeholders
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Key Features of Outcome Mapping • Non-linear approach to understanding how change
happens • Focus on attitude and behaviour change as basis of
achieving ‘higher level results’ • ‘Realism’ in focusing on influencing those you work
directly with. They are your Boundary Partners • Measurement of change in behaviour of individual
Boundary Partners through ‘Progress Markers’ • More accessible approach to monitoring – easier for
ordinary citizens and communities to use
Monitoring and Evaluation
Agenda Setting
Decision Making
Policy Implementation
Policy Formulation
Policy processes are...
Civil Society
Donors Cabinet
Parliament
Ministries
Private Sector
RAPID Outcome Mapping Approach (ROMA)
Start by defining the result you want
to achieve
Programme Results
Strategies
Partner Organisation and Programme
Influencing Outcomes: Working at three levels
Measured through progress markers or more
conventional indicators
Strategies = the ‘bundles of actions’ that are
carried out to achieve the programme results
Programme viability, relevance, performance
and effectiveness
Measuring change Conventional Indicators • Good for clear major steps –
eg in national poverty monitoring systems
• Good for linear relationships (more funding, more classrooms built, more children go to school) – tho’ even that’s a bit disembodied!
Progress Markers • Capture different kinds of
change from small to transformational
• Show transformation in a single partner
• Good for complex processes • More informative than a
single indicator
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Progress Markers = Progressive Change
Expect to See Matarajio
Love to See Mageuzi
Like to See Mabadiliko / Maendeleo
Steps
• Identify your Boundary Partners • Develop Outcome Visions for each one • Elaborate these into progress markers (expect
to see, like to see, love to see…) • Monitor using journals
Boundary Partners
Your organisation – ie what you can control
Your area of interest – ie where you want to see results eg in how government responds to citizens
BP
BP
BP
BP
Your area of influence – your boundary partners
Example of Vision Statement Media partners with genuine concern for mothers
dying or sustaining injury during pregnancy and delivery, as well as concern for newborns. Media that is interested in investigative journalism and reporting on the findings either through airing documentaries, Radio, TV and Newspaper Features. Media presents situations of public interest backed by real evidence to the general public, through presentation of real, well researched, case studies. Media who create forums for people to air their views, and as a result, make leaders more accountable.
Example of Vision Statement
MPs have clear agendas and plans for their constituencies and should continuously monitor the progress of implementing these plans as well as the overall government plans. They are in touch with their constituencies and provide platforms for dialogue, are able to identify the priority needs of their constituencies and aim at finding solutions for them, including articulating them in Parliament. There is regular attendance of sessions and the relevant Sectoral Committees, influencing public policy to address them, finding supplementary funding for addressing them if necessary, and working to influence donor funding priorities.
The program EXPECTS TO SEE communities: Having access to more information concerning: their rights and obligations; the role of citizens and their institutions in NR governance; NR policies, laws and practices; the relevant authorities for addressing grievances or demands; and options for community participation in NR management Receiving more information concerning communication gaps and challenges including: the value of inclusive participation (e.g. of women, youth, minority groups, the poorest, and the vulnerable), and identification of relevant ways and means of communication Engaging in developing information about the value of NR as a resource for rural development The program would LIKE TO SEE communities: Making use of new and existing communications channels (within, up, down, and laterally) and targeting specific grievances and demands Using customary and other local level institutions to effectively advance pro-poor NR management solutions Increasingly well organised, collaborating and contributing human resources to setting up and managing NR groups and networks Calling on external expertise (for training, accessing legal advice etc) when developing NR management arrangements Increasingly holding local level institutions, village governments and other LGA to account in NR management matters and demanding justice in NR governance Demanding to participate in NR governance processes (policy making, LGA decision making etc) The program would LOVE TO SEE communities: Successfully influencing national policy formulation and dialogue through full and inclusive citizen participation, with due attention paid to inclusion of women, youth, minority groups, vulnerable groups and the poorest. Being accountable to citizens for local level decisions regarding natural resources governance (e.g. village land administration, forest, fisheries, land and wildlife management)
Collaborating to successfully protect citizens rights to control their natural resources and to visibly and equitably b f f h
ImpactInputs Activities Outputs Outcome
How to link log-frames and OM
Usual starting point – a conventional Results Chain
FinalGoal
Inputs Activities Outputs Objective Outcome
Influences external to the plan
Efficiency Effectiveness
Results Chains can be Flexible
Ultimate Goal
Inputs Activities Outputs
Immediate Outcome
An example with more flexibility…
Final Outcome
Inputs Activities
Final Outcome
Intermediate Outcome /
Goal of Pillar 1
Intermediate Outcome /
Goal of Pillar 2
Intermediate Outcome /
Goal of Pillar 3
Immediate Outcome 1
Immediate Outcome
2
Immediate Outcome 3
Immediate Outcome 4
Immediate Outcome 5
Immediate Outcome 6
Outputs Outputs Outputs Outputs Outputs Outputs Outputs
Actions Actions Actions Actions Actions Actions Actions
Inputs: Resources
Inputs: Resources
Inputs: Resource
s
Inputs: Resources
Inputs: Resources
Inputs: Resources
Inputs: Resources
Just and equitable society
Practices policies and legislative fr’work of govt
& business improved
Capacity of civil society, Media and parliament to address violations and
monitor increased
Access to justice for
poor & marginal’d
Legal and policy
framework conforms to
HR principles
Gov efforts to address
corruption and free and fair elections
Compliance to labour rights, environmental rights & land rights by corporate
sector improved
Outputs Outputs Outputs Outputs Outputs Outputs Outputs
Actions Actions Actions Actions Actions Actions Actions
Inputs: Resources
Inputs: Resources
Inputs: Resource
s
Inputs: Resources
Inputs: Resources
Inputs: Resources
Inputs: Resources
Just and equitable society
Practices policies and legis fr’work of gov &
bus improved
Capacity of civil society, Media and parl to address violations and monitor inc.
Access to justice for
poor & marginal’d
Legal and policy
framework conforms to
HR principles
Gov efforts to address
corruption and free and fair elections
Compliance to labour rights, environmental rights & land rights by corporate
sector improved
CHANGES IN ATTITUDE AND BEHAVIOUR OF KEY PARTNERS
Outputs Outputs Outputs Outputs Outputs Outputs Outputs
Actions Actions Actions Actions Actions Actions Actions
Inputs: Resources
Inputs: Resources
Inputs: Resource
s
Inputs: Resources
Inputs: Resources
Inputs: Resources
Inputs: Resources
Programme Results
Strategies
Partner Organisation and Programme
Influencing Outcomes: Working at three levels
Measured through progress markers or more
conventional indicators
Strategies = the ‘bundles of actions’ that are
carried out to achieve the programme results
Programme viability, relevance, performance
and effectiveness
Outcome Journal / Diary Work Dating from/to
Contributors to Monitoring Update:
Boundary Partner
LMH Low=0-40%, Medium = 41 – 80%, High = 81-100%)
EXPECT TO SEE (matarajio)
Progress Marker Details of what observed
O O O
O O O
O O O
O O O
LIKE TO SEE (mabadiliko / maendeleo)
O O O
O O O
O O O
O O O
LOVE TO SEE (mageuzi)
O O O
O O O
CONTRIBUTING FACTORS AND ACTORS (including reflection on strategy which contributed…)
SOURCE OF EVIDENCE (eg in addition to details above, is there anything else eg official report, photograph, press coverage etc)
UNANTICIPATED CHANGE
LESSONS/REQUIRED PROGRAM CHANGES/REACTIONS
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STRATEGY JOURNAL /DIARY
Work Dating from/to: Contributors to Monitoring Update:
Strategy to be Monitored:
Description of Activities (What did you do? With whom? When?)
Outputs
Effectiveness (How did it influence change in the boundary partner(s)
Required Program Follow-up or Changes
Lessons
Date of Next Monitoring Meeting:
ORGANISATIONAL PRACTICE JOURNAL
Work Dating from/to:
Contributors to Monitoring Update:
Practice to be Monitored:
Indicators of Success (What needs to be happening? With whom? When?)
Effectiveness (Is progress being made?)
Lessons
Required Follow-up or Changes
Date of Next Monitoring Meeting:
Inputs
Process
Outputs
Outcome
Goal
Access to Information Improved
Headcount: mass media, broad dissemination, targeted dissemination
MDGs Achieved
Selection, Tailored Individual Support, Grants
Individual and Shared Learning
Civil Society Strengthened
Number and description of: collective citizen actions (joining movements), AcT partner actions Evidence of increased efficiency of partners (PMPs)
Changed attitude / behaviour of government towards civil
society Number and description of engagements at national and local level, appointed and elected officials
Increased Accountability and Responsiveness of Government
Number and description of policies, practices or budgets successfully influenced, or positive response to complaints at national and local level, appointed and
elected officials
Increased Citizen Action
Number and description of: individual citizen actions (eg sending sms, letters to editors etc)
How does this translate to log-frame (1)?
• We can take advantage of all the evidence collected against progress markers and collate into more conventional indicators
• Most partners are seeking to influence attitude and behaviour of citizens/communities, their own partners, elected representatives and government officials
How does this translate to log-frame (2)?
Level What we are seeking?
Indicator Disaggregation
Purpose Evidence of government being more responsive and accountable
Number and description of decisions responding to complaints, or about policies, practices or budgets successful influenced
National – elected officials – ie MPs
National officials – ie civil servants
Local – elected officials ie councillors
Local officials
Output 1 Access to information
Numbers of people reached
Mass media (TV, national radio)
Targeted information dissemination
Targeted engagement - training
How does this translate to log-frame (3) ? Level What we are seeking?
Indicator Disaggregation
Output 2
Evidence of a stronger civil society
Number and description of citizens raising complaints and seeking to influence policy, practice, budget
Not disaggregated Number and description of
Act Partners or their associates raising complaints etc
Output 3
Changed attitude / behaviour of government towards civil society
Number and description of engagements
National – elected officials – ie MPs
National officials – ie civil servants
Local – elected officials ie councillors
Local officials