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DPMI+ Final Report Deliverables & Explanatory Narratives
ADAM MATHIS
Monterey Institute of International Studies December 2013
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Table of Contents Deliverable 1: Omprakash EdGE Volunteer Empathy Map Deliverable …………………………………………………………………………… 3 Explanatory Narrative ……………………………………………………………… 3-‐5 Deliverable 2: Volunteer Program Logic Model Deliverable …………………………………………………………………………… 6 Explanatory Narrative ……………………………………………………………… 6-‐8 Deliverable 3: Virtual Partnership Outreach Problem Tree Deliverable …………………………………………………………………………… 9 Explanatory Narrative ……………………………………………………………… 9-‐11 Deliverable 4: Omprakash Results Framework Deliverable …………………………………………………………………………… 12 Explanatory Narrative ……………………………………………………………… 12-‐15 Case Study ………………………………………………………………………………………………… 16
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Deliverable 1: Omprakash EdGE Volunteer Empathy Map
The Tool: Successful and sustainable programs cannot be designed or implemented without taking into account the positions and considerations of key stakeholders who will benefit from the program’s activities. An empathy map is a useful tool for use when designing projects or programs because it helps lay out the details of what we expect (or have observed) stakeholders think, feel, say, do and hear, as well as what their frustrations, wants, and needs will be as a result of the program. In other words, the empathy map is a tool for analyzing information about the people the program is meant to serve.1 An empathy map is created by visually laying out the various emotions and actions the __________________________ 1: “Empathy Mapping.” National Arts Strategies & RGK Center, 2012. Web. December
2013.http://www.artstrategies.org/leadership_tools/lessons/2012/07/30/empathy-map/
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identified stakeholder(s) will experience. These are separated into categories and are meant to go beyond the surface emotions by going more in-‐depth. Doing so will help the program designer to empathize with stakeholders involved and keep their needs and wants in the forefront of their mind.2 The Omprakash Volunteer Empathy Map As most programs have many stakeholders involved, it is common for multiple empathy maps to be created in the program design stage so as to understand the emotions behind all those involved. Such is the case in this instance. I have created an empathy map focusing on the EdGE volunteer who registers with and makes use of the Omprakash online platform. These are university students who likely have not traveled extensively, but who are educated and will undergo practical and cultural training before embarking on their volunteer assignment. I chose to focus on the EdGE volunteers for two reasons. First, this is a newly developed program and it has been made clear to us that Omprakash has not conducted this type of assessment on the program as of yet. Second, Omprakash intends to make the EdGE program (Education through Global Engagement) their primary focus in the upcoming years. EdGE is a paid service, and Omprakash management staff has told us plainly that this is the program they hope will become their main funding platform within the next few years. As a result, analysis of information about these volunteers will be critical to Omprakash’s organizational success in the near future. In terms of what they are Thinking and Feeling, I have tried to isolate the thoughts that a college student would be consider when preparing for their first international experience of a significant amount of time. Apart from the usual worries such as language barriers and cultural adaptations, they will also be concerned with attaining credit, gaining hands-‐on experience, and furthering their career objectives. They will require more complex and structured positions abroad than general volunteers who might simply wish to teach English or visit with the sick or elderly. The EdGE program carries with it a capstone project, so any position the accept must be of significant depth to allow for the student to conduct extensive and detailed research (similar to what might be expected for a DPMI+ assignment). For Hear, they will of need to balance the monetary and logistical concerns with thoughts of resume building, cultural adaptations and language learning. EdGE volunteers will likely See things differently than an average volunteer because they are likely to become more deeply involved in the communities in which they are working. EdGE volunteers will develop an awareness of the more complicated structural problems their communities are facing and how development projects might be able to address these problems. These volunteers will be more likely to advocate for issues they feel passionate about, and despite not being particularly well traveled, will often speak their mind more often and more effectively than general volunteers with no training or background. Finally, in terms of pains and gains, time constraints, funding, and a high level of expectation will be obstacles they __________________________ 2: “Method: Empathy Maps.” Design School at Stanford University. Web. December 2013. http://dschool.stanford.edu/wp-content/themes/dschool/method-cards/empathy-map.pdf
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must face, while the results of their experience will bring about deep cultural understanding, strong investment in the cause(s) for which they had been working, and a drive to be an agent of social change going forward. Rationale and Application If Omprakash intends to make the EdGE program the focus of the organization moving forward, it is critical that management take the time to strategically think through how the EdGE program differs from the general volunteer program in terms of participant selection, local partner selection, and position/placement selection. A general volunteer registering on the Omprakash website and independently seeking out a volunteer position and an EdGE participant applying to receive college credit and complete a capstone project are looking for very different experiences, and to this point, Omprakash has not separated how they conduct outreach for local partners or for EdGE participants. It is the goal of this empathy map to assist them in thinking this matter through in detail. As mentioned above, this analysis will be critical to Omprakash’s ability to successfully adapt the EdGE program to be the central funding platform going forward.3 __________________________ 3: Bloom, Evan. “Starting Your Own Social Change Organization: Social Entrepreneurship and Stakeholder Insight.” PowerPoint
Presentation. March 2012.
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Deliverable 2: Omprakash Volunteer Program Logic Model
The Tool: A program logic model can be defined as a visual representation of how an organization conducts its work, including the theories and assumptions that provide the foundation for the program. A logic model defines the needs and aspirations that justify the creation of the program and links the program activities with short and long term outcomes as well as systematic and fundamental changes in behavior that successful implementation of the program aims to achieve.1 The use of a logic model in organizational programming provides an excellent way to document outcomes and facilitate program planning. The purpose of a logic model is to provide stakeholders with a visual road map, which describes the sequence of events connecting the need for a planned program with its desired results. It is also a visual representation of how organizational investments (whether financial or human) can lead to the achievement of the organization’s goals. Effective use of a logic model can also help to identify disconnects between _____________________________ 1: “Logic Model Development Guide.” W.K. Kellogg Foundation, 2005. Web. November 2013.
http://www.wkkf.org/resource-‐directory/resource/2006/02/wk-‐kellogg-‐foundation-‐logic-‐model-‐development-‐guide
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program activities and programmatic outcomes or goals.2 Due to the visual nature of a logic model, systematic thinking and planning are necessary for effective formulation. This also allows stakeholders to try out different scenarios and formulate alternative approaches to set the program up with the best possibility of success.1 The Omprakash Logic Model The central program that Omprakash focuses on is making connections between volunteers and grassroots organizations. There are programs that currently support this (the provision of fundraising support, resource-‐sharing, and crowdsourcing), and one new program may eventually become their core competency, but for now the central program that justifies Omprakash’s existence is establishment of the volunteer-‐organization connection. As a result, the needs/aspirations for the program center around the idea that (a) there exists a shortage of cross-‐cultural collaboration, (b) grassroots organizations are unable to represent themselves to a global audience, (c) this lack of representation hinders available volunteers from identifying and connecting with these grassroots organizations. Omprakash has developed all of their activities around these ideas, and have implemented alternative programs to support the establishment of the connections they wish to make. The EdGE program (partnerships with universities that provide students with credits for completing volunteer programs and include a capstone), fundraising support and tax-‐free status, and the implementation of crowdsourcing functionality on the Omprakash website all serve as means that hope to entice both grassroots organizations and available volunteers to register on the site and, therefore, establish connections. The longer term goals which Omprakash sets out are much more complex but ultimately focus on creating powerful, lasting connections and experiences that result in stakeholders who are socially-‐conscious and dedicated to creating positive change. Rationale & Application Omprakash has been in operation since 2004. They currently have an organizational portfolio of nearly 140 organizations in roughly 40 countries. They have placed thousands of volunteers and distributed hundreds of thousands of dollars in grants and donations. On the surface, current operations appear to be successful. However, there are serious concerns that call into question the sustainability of the volunteer program. The feedback compiled during my four-‐week fieldwork in Southeast Asia has also cast a shadow over some programs and the organization’s reputation among their local partners. As a result, this logic model has been developed for a number of reasons. First, Omprakash does not currently have in place any assessment or evaluation system to monitor what aspects of the volunteer program has been successful and why. They rely on a small, overworked staff and a constant flow of part-‐time volunteers to conduct outreach and manage their fundraising platform, but do not _____________________________ 1: “Logic Model Development Guide.” W.K. Kellogg Foundation, 2005. Web. November 2013.
http://www.wkkf.org/resource-‐directory/resource/2006/02/wk-‐kellogg-‐foundation-‐logic-‐model-‐development-‐guide
2: “Developing & Working With Program Logic Models.” Bureau of Justice Assistance. Web. November 2013.
https://www.bja.gov/evaluation/guide/pe4.htm
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have in place a strategy for partner outreach or a sustainability plan. This logic model has been designed to assist with future evaluation plans. As mentioned above, using a logic model can be used as an important part of a management plan to identify and collect data needed to monitor and improve a program’s performance.3 Making use of this logic model can also help Omprakash stakeholders to visualize how Omprakash intends to reach their stated goals. At the same time, it is intended to help Omprakash management remain focused on what those goals are. Feedback from local partners indicates that, regardless of intention, there is a shared view that Omprakash has begun to stray from their original mission -‐ making the connection between organizations and volunteers, with the result being informed stakeholders working for positive social change. This logic model is designed to help management refocus by concentrating on their own stated goals and visualizing how the can implement activities to help achieve them. _____________________________ 3: “Logic Model Development Guide.” W.K. Kellogg Foundation, 2005. Web. November 2013.
http://www.wkkf.org/resource-‐directory/resource/2006/02/wk-‐kellogg-‐foundation-‐logic-‐model-‐development-‐guide
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Deliverable 3: Omprakash Virtual Outreach Problem Tree
The Tool A problem tree is a tool used for analyzing a central problem within an organization or program. Single problems, no matter the magnitude, are never completely isolated. The problems organizations face are invariably tied to outside circumstances, decisions, and influences. The problem tree is a way to illustrate the interconnectedness of a high-‐level problem with conditions that lead to its existence in a causal manner. As such, problem trees are displayed in hierarchical format.1 The use of a problem tree can be very beneficial for an organization as it helps to identify all the known causes for an identified programmatic or organizational problem. Problem trees can also be useful for securing community engagement.2 ______________________ 1: “Problem Tree Analysis.” MDF, 2005. Web. November 2013.
http://www.toolkitsportdevelopment.org/html/resources/91/910EE48E-‐350A-‐47FB-‐953B-‐
374221B375CE/03%20Problem%20tree%20analysis.pdf
2: “Developing a Problem Tree.” The Evaluation Toolbox, 2012. Web. November 2013.
http://evaluationtoolbox.net.au/index.php?option=com_content&view=article&id=28&Itemid=134
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In terms of programmatic benefits, problem trees have many uses, including being used as a guide for determining the complexity of a particular problem, aiding in the development of a project plan by highlighting activities that could or should be taken, and identifying seeming unrelated problems that may need to be addressed if the solution to a problem is to be achieved.3 The Omprakash Problem Tree The central focus of Omprakash’s partnership outreach strategy is the idea that all outreach should be conducted in a virtual manner. Citing the unsustainability conducting outreach in-‐person due to high travel costs, Omprakash has made the determination that going forward that virtual outreach is the best solution. As a result of my research and the feedback compiled during my four-‐week onsite practicum project during which I spoke at length with existing Omprakash partner organizations, I believe that focusing exclusively on virtual partnership has serious shortcomings and will ultimately undermine the viability of the organization and result in Omprakash failing to create sustainable, value-‐adding relationships with grassroots organizations. There are four tiers in the problem tree, each with a different core issue. Although there is considerable interconnectedness within the different aspects of these tiers, each ultimately results in the same problem -‐ failing to create the value-‐adding relationships Omprakash requires. The first tier focuses on location and logistics. Virtual outreach alone cannot reach all organizations around the world because there are many quality organizations whose location is too remote or who do not have reliable access to electricity or an Internet connection. Without electricity or Internet, organizations cannot maintain a dynamic website and thus, are very difficult to locate online. The second tier looks at the fact that in many areas of the world, personal relationships are highly valued and a distrust of virtual relationships exists. This often stems from organizational staff and management who did not grow up making use of technology as those in western countries have. All current partner organizations Omprakash has in Southeast Asia fall into this category. All seven partners found Omprakash through a personal connection -‐ either a face-‐to-‐face meeting with an Omprakash staff member or a former Omprakash volunteer. Had these personal connections not taken place, it is likely that none of these organizations would have become partners. The third tier of the problem tree focuses on the size and availability of the current Omprakash staff. There is currently only a handful of full-‐time staff. Omprakash relies heavily on volunteers and part-‐time staff to conduct outreach. Due to a lack of capacity, training is inadequate and often results in mixed messaging in outreach efforts. When ______________________ 3: “Planning Tools: Problem Tree Analysis.” Overseas Development Institute, 2009. Web. November 2013.
http://www.odi.org.uk/publications/5258-‐problem-‐tree-‐analysis
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only done virtually, outreach in this manner cannot be effective. Even when connections are made, often the organizations have been poorly vetted and do not meet or follow Omprakash requirements for maintaining partnership. The fourth tier of the problem tree highlights the lack of an Omprakash outreach strategy. Omprakash currently has as its outreach focus “the world.” They lack a strategic plan for outreach and currently conduct outreach using Google searches and personal emails sent from volunteers or part-‐time staff. As such, there is poor Omprakash brand recognition and follow-‐up is very difficult. The fact that there is no current system for monitoring and evaluation is also relevant here as this lack of oversight makes it common for organizations to misrepresent themselves on applications. All these issues contribute to a system in which unqualified or poorly vetted organizations find their way into the Omprakash portfolio. As a result, Omprakash has to regularly purge its system of partners who are not following the terms of agreement. This has a massive opportunity cost on an already strained staff. All of the above-‐described problems can be attributed to the exclusive use of a virtual partnering strategy. If Omprakash wants to continue to grow while simultaneously maintaining a sustainable portfolio of grassroots partners, an alternative strategy should be considered. Application To this point, Omprakash has been clear in their intentions to move exclusively to virtually conducted partnership outreach. It is my hope that the development of this problem tree will at least give the Omprakash management team pause. Based on research and existing partner feedback, it is clear that virtual partnership outreach, while certainly more cost-‐effective, ultimately has serious limitations that could threaten the continued viability of the organization. The next step would be to take these clear limitations and develop an outreach strategy the focuses on virtual outreach while making adjustments to limit shortcomings. One recommendation would be for Omprakash to institute a series of “regional boards” based in areas where either there exists a significant Omprakash presence or where outreach efforts are focusing. These boards would be made up of current or past Omprakash partner staff, volunteers, or other industry professionals who are based in the region. Omprakash could provide grants (as they currently do for volunteers) once or twice per year for a member of the board to travel the region and conduct current partner relationship maintenance and, with training, potential partnership vetting. In this way, Omprakash could maintain a presence on the ground in places around the world without the need for and high cost of a paid staff. In addition, current partners could receive ongoing training as well as put a face with the organization, and potential partners would undergo more in-‐depth vetting, resulting in stronger and more sustainable partner relationships.
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Deliverable 4: Omprakash Results Framework
The Tool: A results framework is a tool that organizations use to visually represent a specific programmatic goal and lay out lower-‐level objectives that will help achieve that goal using cause-‐effect logic. Results frameworks focus on the relationships that connect cumulative achievement of each result to the comprehensive programmatic impact.1 The framework is broken down into a single primary strategic objective and a series of lower-‐level results whose successful completion should result in the achievement of the strategic objective. The intermediate results are further broken down into sub-‐intermediate results, which should also be measurable so that progress can be monitored and reported upon. In order for the strategy to remain valid, a series of critical assumptions that must hold true are also included.2 ____________________ 1: “Monitoring & Evaluation Planning.” Catholic Relief Services, 2008. Web. November 2013.
http://usaidlearninglab.org/sites/default/files/resource/files/CRS_ME%20Module%20Planning%202008.pdf
2: “Building a Results Framework.” Performance Monitoring & Evaluation TIPS. USAID Center for Development and Evaluation,
2000. Web. November 2013. http://www.ndi.org/files/Performance%20Monitoring%20and%20Evaluation%20Tips%20Building%20a%20Results%20Framework.pdf
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A results framework can be a very helpful tool for programmatic evaluation because the results framework focuses simply on specific programmatic outcomes rather than activities or inputs. It also helps measure progress toward the program’s strategic objective by focusing on achieving results at higher-‐level outcome and impact levels.3 Omprakash Results Framework A.) Strategic Objective The strategic objective for this results framework is for Omprakash to increase the number of environmentally focused partners in Cambodia they forge a relationship with during the 2014 calendar year. As there are currently no partner organizations focused on environmental issues in Cambodia, any partnerships at all could be considered a success. For the purpose of this project, I have chosen a goal of two new partners because I believe two is a reasonable and attainable goal for a single calendar year (the current total of partners in Cambodia is five). B.) Intermediate Result 1 The first intermediate result is an increase in the total number of partnership applications that Omprakash receives during 2014. Omprakash has been receiving an average of approximately one environmental partner application each over the last two application cycles, and none have resulted in a partnership. Therefore, significant increases in applications will likely result in the formation of new partnerships. To attain this goal, agreements with environmentally focused connector organizations should be established. A connector-‐organization here is defined as a locally based environmental organization that does not fit the profile for Omprakash partnership, but has a network of local organizations that it is willing to refer for possible Omprakash partnership. Forging relationships of this kind will help Omprakash reach smaller organizations that could benefit from Omprakash partnership. Additionally, to increase the number of applications during the 2014 calendar year, Omprakash should increase the number of environmentally focused outreach emails it sends out to local organizations. From a sheer numbers perspective, an increase in outreach emails should result in a greater number of organizations opening the email and considering the benefits of Omprakash partnership, which in turn should increase the number of organizations that decide to apply for partnership. Finally, as Omprakash has a very small staff, the capacity for conducting increased outreach focusing on environmental organizations in a single country is likely to be difficult. Therefore, an increase in staff, or the procurement of volunteers or interns (a common Omprakash practice) to aid in partnership outreach will be essential to the successful increase in organizations contacted who decide to apply for partnership. ____________________ 3: “Designing a Results Framework for Achieving Results: A How-‐To Guide.” The World Bank, 2012. Web. November 2013.
http://siteresources.worldbank.org/EXTEVACAPDEV/Resources/designing_results_framework.pdf
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C.) Intermediate Result 2 The second intermediate result is the execution of an environmentally focused outreach strategy. Omprakash currently does not focus their outreach on any particular country or sector. To successfully increase the number of environmental partners in a single country, it is important that this change. We have advocated for Omprakash to adopt a strategic focus when conducting partnership outreach in general, and this would be a good place and time for them to implement this recommendation. To begin, Omprakash should conduct an assessment of the organizational climate related to environmental issues. Conducting this type of assessment will allow Omprakash management to determine if (a) organizations are focusing on the environmental issues the country is facing, and (b) if those organizations are in a position to offer meaningful, impact-‐driven opportunities for Omprakash volunteers. Next, Omprakash should make use of the newly created MailChimp marketing and outreach campaign we have created for them. This campaign should be focused to specifically target environmental organizations in Cambodia and the verbiage in outreach emails should be adjusted as such. Through this targeted MailChimp outreach campaign, Omprakash should make greater use of the tracking features that will allow them to identify what practices are working and which organizations are both opening and forwarding the outreach emails they Omprakash is sending. D.) Intermediate Result 3 To maximize the effect of the environmentally focused outreach campaign that Omprakash conducts, a separate campaign to increase overall Omprakash brand awareness should also be executed. Existing partner organizations in Cambodia have told us that they do not open email from people or organizations they are not familiar with. Therefore, if the outreach campaign is to successfully result in more organizations both opening the outreach email and subsequently choosing to submit an application, Omprakash must broaden its brand awareness among the organizations it is attempting to connect with. To this end, a targeted social media campaign should be conducted which promotes the benefits of Omprakash partnership for environmental organizations. If these organizations are aware of Omprakash, they will be more likely to open the email when they receive it. One excellent method of reaching organizations in this way is to collaborate with environmental advocacy groups. It is likely that these groups will have connections to decision makers within the types of organizations Omprakash is targeting. Collaborating with these groups will spread Omprakash brand awareness among the environmental community. E.) Critical Assumptions As noted above, successful results frameworks are dependent upon a set of critical assumptions, which are beyond the control of Omprakash. These conditions could still
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impact Omprakash’s ability to conduct the activities necessary for achievement of the goals and objectives outlined in the results framework. Currently there is a high demand for volunteers in general, and environmental volunteers specifically, based on conversations with relevant stakeholders and organizational directors. If this situation changes, and the demand for volunteers drops, it is likely that any outreach conducted in this area would not be successful. Additionally, the availability of volunteer positions with Cambodia organizations is dependent on the ability of foreigners to acquire a visa and enter the country freely. Should this or the overall political situation change significantly, the demand for volunteers would evaporate and outreach efforts would fail. Similarly, a significant globally relevant economic or environmental catastrophe could reduce the demand for or availability of foreign volunteers to come to Cambodia (unless the environmental event takes place in Cambodia). Therefore, it is assumed that no such event takes place during this outreach period. Rationale & Application Omprakash currently has a small number of partners in Cambodia, all of which focus on education-‐based activities. However, there are a series of environmental issues that the country is currently facing, such as pollution, clean water procurement and conservation, and problems with overfishing the Tonle Sap Lake, which supplies most of the country with fish. Omprakash has expressed an interest in (a) increasing the total number of partners in Cambodia and (b) increasing the number of environmental partners in the Southeast Asia region. Therefore, a results framework focused on increasing the number of environmentally focused partners in the country is particularly relevant and attainable at this time. This results framework, in combination with the strategic partnership outreach plan that has been developed for Omprakash as part of this practicum, outlines a path for Omprakash to create a program and measurable indicators necessary for successful partnership outreach.
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Case Study
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