An Introduction to Outcome Mapping
Tools for Planning, Monitoring & Evaluating
Development Projects and Programs
IPDET
June 16, 2011
Terry Smutylo
tsmutylo@magma.ca
Objectives for this Session
1. Inspire you to search for and adapt
evaluation tools to fit your context & needs
2. Introduce key concepts & tools in Outcome
Mapping
2
Development interventions can be:
 Complex (involve a confluence of actors and factors)
 Unstable (independent of project duration)
 Non-linear (unexpected, emergent, discontinuous)
 Two-way (intervention may change)
 Beyond control (but subject to influence)
 Incremental, cumulative (watersheds & tipping points)
3
4
Challenges in evaluating development
interventions:
 establishing cause & effect in open systems
 measuring what did not happen
 reporting on emerging objectives
 timing: success today, failure tomorrow?
 encouraging ongoing learning
 reconciling differing values, perspectives
 measuring ‘sustainable’ results
5
The focus of Outcome Mapping
changed behavior
6
What is Outcome Mapping?
A project/program management tool for:
 Clarifying intentions
 Developing strategies to achieve results
 Identifying information for monitoring and evaluating
 Fostering organizational learning
 Enhancing other frameworks & methods
7
7
OM: brief history
1990s: IDRC’s post-Rio search for ‘sustainable’ results
1998: Barry Kibel and Outcome Engineering
1999: Collaboration & testing within projects
2000: Publication of manual in English & French
2002: Training, facilitation & usage globally
2006: OM Learning Community: www.outcomemapping.ca
2008: CLAMA
8
Three key concepts in OM:
 Sphere of influence
 Recognizing changes in behaviour as
outcomes
 Boundary Partners
9
There are limits to our influence
Project or
Program
Partners
sphere of
influence
Beneficiaries
sphere of
concern
10
Changes in behaviour as ‘outcomes’
outcomes
inputs
activities
outputs
sphere of
influence
changes in
conditions,
well-being
changes in
behaviour
sphere of
concern
11
12
Step 1:
improved human, social, & environmental wellbeing
13
I have a dream!
Martin Luther King, Jr.
August 28, 1963
14
Step 2:
Mission
The mission is that “bite” of the
vision statement on which the
program is going to focus.
15
A mission statement describes:
 What do you do?
 Who are your principle collaborators?
 How do you work with them?
16
Vision
Mission
✓ about the future
✓ feasible
✓ concrete, observable
✓ idealistic
✓ identifies activities
and relationships
✓ not about the program
✓ about the program
17
Step 3: Who are our Boundary Partners?
Project
or
Program
Boundary Partners
Beneficiaries
other stakeholders
18
Farmers
participate
in field trials
using drip
irrigation
Extension workers
Participatory
visit demonstration
research on
farms
demonstration
farms
Training of
to develop
extension
approaches
workers
to drip irrigation
Publication of
performance of
different setups
Adapted from K. Kelpin, 2009
Farmers add to
own knowledge
of techniques
Farmers adopt
drip irrigation
methods
Reduced
numbers of
new wells
Greater quantities
of groundwater
available
Extension workers
explain & promote drip
irrigation
19
Step 5:
Progress Markers
Love to see
(Deep transformation)
Like to see
(Active engagement)
Expect to see
(Early positive responses)
20
Why use Progress Markers?


Articulate the complexity of the change process
Encourage the program to seek the most profound
transformation possible

Facilitate negotiation of expectations with partners

Enable early assessment of progress

Help identify mid-course improvements
21
21
Progress Markers – IMF examples
Expect to see local communities:
• Participating in regular model forest (MF) meetings
• Establishing an organizational structure for cooperation
• Acquiring new skills for managing model forests
• Articulating a locally relevant vision for the MF
Like to see local communities:
5. Contributing resources to set up their MF
6. Calling upon external experts for advice
7. Seeking out new partners for the MF
Love to see local communities:
8.
9.
10.
11.
12.
Obtaining funding from different national sources
Publishing examples of benefits achieved through MF
Helping other communities establish MFs
Sharing lessons learned internationally
Influencing national policy debates on resource use
22
Sample progress markers
Expect to see Women’s Self-Help Groups:
1. Holding regular meetings
2. Discussing a list of shared concerns
3. Contributing to a group bank account
Like to see Women’s Self-Help Groups:
4. Soliciting training in maternal & child health for its members
5. Acquiring skills in managing credit programs
6. Lending money to members
Love to see Women’s Self-Help Groups:
7. Lobbying local government for expenditures on community
improvements
8. Putting forth candidates for election to local government
council
23
6 kinds of strategies
Causal
I
aimed at
Individual
Strong, direct
influence
boundary
partner
E
aimed at
boundary
partner’s
Environment
Alter the
physical,
regulatory or
information
environment
Persuasive
Supportive
Arouse new
thinking;
build skills,
capacity
Continuing
support
Broad
information
dissemination;
Access to new
info
Create /
strengthen
peer networks
24
Step 6:
Strategy Map
causal
persuasive supportive
I
E
25
Step 7: Organizational Practices
How does your team or organization
stay relevant, viable and effective?
26
You:
 keep learning
 foster creativity & innovation
 seek better ways to assist your partners
 maintain your niche
 maintain high level support
 build relationships
27
Organizational Practices
1.
Prospecting for new ideas, opportunities,
and resources
2.
Seeking feedback from knowledgeable
informants
3.
Maintaining the support of your next
highest power
4.
Assessing and redesigning products,
services, systems, and procedures
28
…organizational practices
5. Getting feedback from those already served
6. Sharing your learning with the world
7. Experimenting to remain innovative
8. Engaging in organizational reflection
29
V is io n
M is s io n
Boundary Partners
about Outcomes
PRACTICES
OUTCOMES
Behaviors, Actions, Relationships of
STRATEGIES
Undertaken to Bring
ORGANIZATIONAL
BO UNDARY
PARTNER 1
O u tc o m e
C h a lle n g e
BO UNDARY
PARTNER 2
O u tc o m e
C h a lle n g e
BO UNDARY
PARTNER 3
O u tc o m e
C h a lle n g e
P ro g re s s M a rk e rs
L o v e to S e e
P ro g re s s M a rk e rs
L o v e to S e e
P ro g re s s M a rk e rs
L o v e to S e e
L ik e t o S e e
L ik e t o S e e
L ik e t o S e e
E x p e c t to S e e
E x p e c t to S e e
E x p e c t to S e e
S tra te g y M a p 1
S tra te g y M a p 2
S tra te g y M a p 3
30
5 kinds of M&E Information
Contextual InformatIon
Program
Partner
State, status
or situational
data
Strategies
relevance & viability
(actions of the program)
outcomes
(behaviour changes in the
partners)
implementation
(interventions by the program)
31
Operating Principles of OM:
Changes in well-being
Changes in behavior
‘Capacity’ includes the
power & responsibility to act
Need for diversified
strategies
Influence not control
Contribution not attribution
32
OM is designed to be:
 Flexible: modular to be adapted to use &
context
 Complementary: can be combined with other
methods
 Evaluative: promote a culture of reflection,
and social & organizational learning
 Participatory: seek dialogue and collaboration
with partners
33
In monitoring & evaluation:
1.There is no “silver bullet”
2. Seek quality with passion & integrity
3. Recognize & celebrate achievements of
your partners
4. Be “idealistic realists.”
5. Learn, and teach upwards.
34
Inspiration & Information

Visit the OM learning
community:
www.outcomemapping.ca
www.mapeodealcances.net
http://publicwebsite.idrc.ca/EN/Themes/Evaluation/Pages
/default.aspx
35