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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
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