Outcome Mapping 101!

Introduction for AcT Partners January 2013

Kate Dyer

INTRODUCTION TO THE ACT PROGRAMME

Part One

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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INTRODUCTION TO OUTCOME MAPPING

Part 2

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

10

Realism of Outcome Mapping (1):

Contribution (not attribution)

11

Realism of Outcome Mapping (2):

INFLUENCE

IMPACT

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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15

Progress Markers = Progressive Change

Expect to See Matarajio

Love to See Mageuzi

Like to See Mabadiliko / Maendeleo

X

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

MONITORING AND REPORTING USING OM

Part Three

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