Difference between revisions of "Outcome Mapping"
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*'''Complete a Strategy Map for Each Outcome Challenge'''. A strategy map need to be developed to illustrate the strategies the program should use to achieve the outcomes. Strategies can concern specific individuals, groups or organizations or the environment in which they work. Questions the facilitator could ask are: how will the program achieve the outcome challenge in the next “x” months? What need to be done to produce “x” outputs? | *'''Complete a Strategy Map for Each Outcome Challenge'''. A strategy map need to be developed to illustrate the strategies the program should use to achieve the outcomes. Strategies can concern specific individuals, groups or organizations or the environment in which they work. Questions the facilitator could ask are: how will the program achieve the outcome challenge in the next “x” months? What need to be done to produce “x” outputs? | ||
*'''Articulate Organizational Practices'''. Organizational practices portray an organization that has the potential to perform well. Focusing on data concerning organizational practices allows to reflect on the process that are going on internally and also on the unintended results that might occur. A facilitation question can be: what should the organization do to contribute to achieve the expected and wished changes in the boundary partners? | *'''Articulate Organizational Practices'''. Organizational practices portray an organization that has the potential to perform well. Focusing on data concerning organizational practices allows to reflect on the process that are going on internally and also on the unintended results that might occur. A facilitation question can be: what should the organization do to contribute to achieve the expected and wished changes in the boundary partners? | ||
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==Stage 2: Outcome and Performance Monitoring== | ==Stage 2: Outcome and Performance Monitoring== | ||
This second stage is meant to develop a framework to monitor the ongoing program. | This second stage is meant to develop a framework to monitor the ongoing program. | ||
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*'''Set up a Strategy Journal'''. A strategy journal is meant to track the strategies developed to foster the expected changes in the boundary partners. Questions the facilitator could ask are: which resources have been allocated? Which activities have been undertaken? Which are their outputs? How can the implemented strategies be improved? | *'''Set up a Strategy Journal'''. A strategy journal is meant to track the strategies developed to foster the expected changes in the boundary partners. Questions the facilitator could ask are: which resources have been allocated? Which activities have been undertaken? Which are their outputs? How can the implemented strategies be improved? | ||
*'''Set up a Performance Journal'''. A performance journal deals with data concerning the way in which the organization is operating to achieve the expected outcomes. For each program should be created a performance journal which records the practices developed by the organization to make the program effective. The information can be collected through quantitative indicators and examples. Facilitation questions can be: which activities need to be changed or improved? Who is responsible for them? | *'''Set up a Performance Journal'''. A performance journal deals with data concerning the way in which the organization is operating to achieve the expected outcomes. For each program should be created a performance journal which records the practices developed by the organization to make the program effective. The information can be collected through quantitative indicators and examples. Facilitation questions can be: which activities need to be changed or improved? Who is responsible for them? | ||
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==Stage 3: Evaluation Planning== | ==Stage 3: Evaluation Planning== | ||
Both monitoring and evaluation aim to foster the organization to base its management on data, rather than on perceptions. Since it is impossible to evaluate everything, evaluation priorities need to be set. | Both monitoring and evaluation aim to foster the organization to base its management on data, rather than on perceptions. Since it is impossible to evaluate everything, evaluation priorities need to be set. | ||
Revision as of 09:53, 16 September 2009
 OUTCOME MAPPING |
| Methodology of evaluating a program that takes into consideration one specific type of result: Outcomes as behavioural change. Outcomes are defined as changes in the behaviour, relationships, activities, or actions of the people, groups, and organizations with whom a program works directly. Outcome mapping concerns only the results that can be considered as direct effects of the program. This methodology is a way of monitoring the activities of an organization and helps to evaluate them in a more organized way, making people conscious of the effect of their job. For instance, in the case of a program meant to supply communities with clean water, an outcome mapping will consider whether the persons involved use the filters properly, monitor the contaminant level and ask the experts when needed. On the contrary, a method based on changes in state will take into account the number of filters installed and measure their efficacy in terms of contaminants reduction. Outcome mapping can be used at the program, project, or organizational level and it is divided into three steps:[1] |
| Steps | Content |
|---|---|
| Intentional Design | On a macro level, this step helps to build consensus on the changes the program has provoked. |
| Outcome and Performance Monitoring | This step concerns the monitoring of the program’s actions and of the boundary partners’ progress. It is based mainly on systematized self-assessment |
| Evaluation Planning | This step helps to develop an evaluation plan, through the identification of evaluation priorities. |
 Developing an Ooutcome Mapping |
| {{{2}}} |
References
- ↑ portals.wi.wur.nl (09 July 2008), www.odi.org(09 July 2008), www.idrc.ca (25 May 2009)