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Outcome Mapp ing

Presentation and Introduction intothe Planning, Monitoring and

Evaluation Method

Daniel Roduner, Agridea Lindau

CIEA Seminar 2006


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Basic Principles of Outcome Mapping

Initiator / Basic Principles

OM was developed by the IDRCOttawa at the end of the 1990ies,based on a social science approach

Publication: Outcome Mapping -Building Learning and Reflection intoDevelopment Programs. Sarah Earl,Fred Carden, Terry Smutylo. IDRC,Ottawa 2001 (Manual)

OM is a management method forprojects, programmes andorganisations in development work /cooperation

Outcome Mapping (OM):

Is a tool for planning, monitoring andevaluating the changes in behaviour ofboundary partners

Defines outcomes as changes in thepractices, activities, actions andrelationships of boundary partners

Is focused on learning processes anddecision-making and responsibility

Creates a balance betweenaccountability and learning


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Strategic balance between accountability and

learning


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Strategic balance between accountability and

learning


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What are outcomes ?

Inputs Activities Outputs Outcomes Impact

High

Low

Relative influence along the results chain

Project or ProgrammeEndogenous actors


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Examples of outcomes

The example of a Civil Peace Service project in Chad

Strengthening the civilsociety

Poverty reduction

Contribution to the promotion

of democracy

The LO represent the

concerns of their members innational bodies

The LO offer various

services (also from and for

women)

3 meetings with the

participation of severalmembers were held

Harmonisation of working

tools

The local organisations (LO)

have participated in at least

two further education courses

ImpactOutcomeOutput

Examples from: DED (German Development Service), Chad


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Examples of outcomes

The example of an extension project (direct marketing in the rural area, Switzerland)

The income of the farms in

Switzerland has increased

50 new jobs are created inthe Emmental

90 % of the agricultural area

is managed according to

ecological criteria

The farms are managed

according to entrepreneurial

criteria Marketing of new products

and services

Ecological production

methods are applied

Number of extension days

Number of courses

Number of participants

ImpactOutcomeOutput


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OM Basic structure

Three Stages 12 Steps

Intentional Design

Outcome and

Performance Monitoring Evaluation Planning

1. Vision

2. Mission

3. Boundary Partners

4. Outcome Challenge

5. Progress Markers

6. Strategy Maps

7. Organizational

Practices

Intentional Design

8. Monitoring Priorities

9. Outcome Journal

10. Strategy Journal

11. Performance Journal

Outcome and

Performance Monitoring 12. Evaluation Plan

Evaluation Planning


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Outcome Mapping for sustainable behaviour

Situation in Kyrgyzstan:

The state-run farms have been shut down and the land has been

redistributed. One section of the extension services is going tobe

privatised, another managed by the state. There are no clearly

defined structures yet.

Swiss development agency:

We are interested in supporting the establishment of an

agricultural extension system. How can we proceed?


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Farmers

Export-ImportCompanies

International

Financial

Institutions

Ministry ofAgriculture

Processing

Companies

SMEs

Freelance

Extensionists

Farmers

Selection of Partners

Lobby of

Farm Managers

Financial Institutions

Local Authority

Private Extensionists

Seed Producers

Project-Team

Extension Service

Extensionists


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1. What persons,groups ororganisations shoulddo somethingdifferent? Whatwould be ideal?

2. Who are we (theproject group) andwhat generalcontributions can wemake in order tohelp achieve thevision?

Vision

Mission


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Example of a vision

VisionPractical Example of Crop Rotation i n

Kyrgyzstan

Vision:

Kyrgyz farmers again cultivate their land with adequate crop rotations. With

this, they increase soil fertility, control weeds, improve the basis for winterforage for their cattle and earn a better income. The aim is an economically

successful and ecologically sustainable agriculture. The communes pass

regulations on pasture management for the cattle in order to effectively protect

forage areas in the crop rotation from the cattle. The Ministry of Agriculture in

the rayon administration supports the farmers and communities. Interested

farmers produce seeds for cultures suitable for crop rotation.


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Example of a Mission

Vision

Mission

Practical example of Crop Rotation

in Kyrgyzstan

Extension Contribution (Mission):

The extension service supports the farmers with information, extension services

and training on the subject of reintroduction of crop rotation. The content of the

support consists above all in expertise on crop rotation, business calculations

and information on how to obtain aid for plant production.


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Outcome Mapping for sustainable

behaviour

3. With whom can we(extension service) co-operate directly?

4. What can the boundarypartners ideallycontribute to the vision?

Boundary Partner

Outcome Challenge


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Example of Partners and their Challenges

Outcome Challenge: Boundary Partner 3Single farms produce seeds for forage cultures in the crop

rotation and sell them to interested farms in their region.

Boundary Partner 3Seed producers

Outcome Challenge: Boundary Partner 2

The relevant local authorities design, discuss and pass aneffective pasture regulation to protect the crops in the crop

rotation in their community.

Boundary Partner 2

Local authority

Outcome Challenge: Boundary Partner 1

The farm managers successfully introduce crop rotation on theirfarm and make the appropriate business decision in order to

benefit from the crop rotation.

Boundary Partner 1

Lobby of farm

managers


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Tracking the progress of the partners

What outcomes do weexpect to see; like to

see, and love to see, bythe boundary partners?

Progress Markers


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Progress Markers

A possible way to meet the challenge

The farm managers:

3. They buy seeds for forage areas.

2. Farm managers form lobbies.

1. They participate in further education courses.

9. With the aid of professional agricultural measures, theysuccessfully overwinter the forage areas.

7. The farm managers irrigate the cultures.

5. They divide their farmland into crop rotation areas.

12. The farm managers advise interested parties on the

introduction of crop rotation

11. They share their experiences in the lobby and

motivate other farm managers


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What are ourstrategies to supportthe boundary

partners?

How can wecontinuously updateour support?

Strategy Maps

Organizational Practices


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Support Strategies

How can we (the extensionists) support our partnersin meeting their challenges:

I-1

E-3E-2E-1

I-3I-2Direct support

for the partner

Support for the

partners

environment

Causal Persuasive Supportive


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Organizational Practices

Question: How can we continuously update our support?

1. Continuous prospecting for new ideas, opportunities and resources onthe issue of crop rotation in the region.

2. Seeking feedback from involved and non-involved key informants onthe new crop rotation and on the work of the boundary partners.

3. Giving information and reports to obtain the support of responsibleadministrative bodies and professional organisations.

4. Monitoring, evaluating, learning from the experiences and use them forfuture tasks.

5. Passing on and exchanging experience.

6. Finding time and space for new experiments in order to remaininnovative.

7. Reflecting on possibilities of organizational improvements.


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OM: Roles in various systems

Boundary

Partner

Project

Team

Evaluation of

internalperformance

Evaluation

external

results /changes

Evaluation of the influence


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Person responsible for the planning steps

Project team Boundary partners

2. Mission / Contribution of the project

6. Project or support strategies

7. Organizational performance

3. Direct boundary partners

4. Outcome challenges for the boundary

partners

5. Progress markers

1. Vision


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Person responsible for the planning steps

Project team Boundary partner

2. Mission / contribution of the project

team

6. Project or support strategies

7. Organizational performance

1. Vision

StrategicPlan

Operational

Plan

- Expect to see

- Like to see

- Love to see

3. Direct boundary partners

4. Outcome challenges for the boundary

partners

5. Progress markers


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Tasks for the participants

1. Vision

2. Mission

3. Boundary partners

4. Outcome challenges

5. Progress markers

6. Strategy maps7. Organizational

performance

Intentional DesignWork in groups (green, blue, red, yellow) and discuss

about the following questions:

-Have we understood the idea & the structure of

Outcome Mapping? -> Settling unanswered questions

within the group

-What is the difference between Outcome Mappingand my current planning instrument?

- > Write possible strengths and weaknesses of

Outcome Mapping compared to your current planning

instrument on cards

(3-7 strengths & weaknesses per group)

-Bring the cards back into the plenary.Strengths Weaknesses


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Outcome Mapp ing

Danke Merci Gracias Thank you

Daniel Roduner, Agridea Lindau

CIEA Seminar 2006

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