1. Introduction
Outcome Mapping is a participatory method for planning, monitoring and evaluating change initiatives. Although it is generally used in the context of development projects, this versatile approach has been found to be useful in processes of organizational change and in other situations where change in human behavior is a key factor for success, and indicators quantitative do not show the whole picture.
Outcome Mapping provides a new and systematic approach to the basic questions that any change initiative must answer.
- Planning: What are we doing Monitoring: What do we want to know Evaluation: What do we want to learn?
2. Process scope mapping
2.1 Why scope mapping?
Through experience in participatory planning processes, we have seen that either due to the demand of the funders or due to the custom that this has generated in facilitation teams, organizations, it insists on measuring results and impacts, neglecting transformation and appropriation real projects by the people.
The method encourages a planning process that values the knowledge that people have of their reality to project with their feet on the ground, coherent changes with relationships, relevance, responsibilities, agreements and with an awareness of uncertainty.
Outcome Mapping validates a development that is done by and for people in integral processes, and not only by focusing on some of its results. Outcome Mapping considers that changes in the behavior of people and organizations determine development. From this premise, several challenges have to be assumed:
- The project or initiative transforms and is willing to transform. Learnings are used to feed back and improve the process in the course of its implementation. Participation should be made as interactive and inclusive as possible.
2.2 How does Outcome Mapping work?
Outcome Mapping proposes to devise projects in three stages: Intentional design, evaluation, and Outcome monitoring. A description of Intentional Design is enough to understand how the method works. At this stage, a map of the study and action terrain is drawn, which indicates the paths that are intended to be partially covered during the project.
In the first place, this implies describing from an initial diagnosis the purpose that is the “vision” and the general objectives that are the “mission” of the projected trip. Both are transformative, that is, thought for the long term, and together they form the context of the “future horizon”.
Secondly, the design comprises the selection of road companions called direct partners and defining the specific objectives for each direct partner are called: desired outcomes. In accordance with the particular focus of Outcome Mapping, this is about the way in which the behavior, relationships, activities and / or actions of a person, of an institution group will change if the program achieves great success.
They have to be idealistic but without losing sight of reality. When the previous step was carried out, some of the points to be taken on the path of each partner are defined, signs that show progress, and the set of techniques and tools ("strategy map"), as well as the ethical principles and procedures that the project will apply. to help direct partners and help yourself to successfully complete the journey.
Intentional Design then describes a possibility for the future, while guiding the observation of changes, in a selective but contextualized way; and the interpretation of said observations in relation to the three reference points defined by the Conflict Transformation theory:
- The horizon The initial situation The factors and processes of change
These Action and Reflection works form, as a whole, the stages of Outcome Monitoring and Evaluation.
2.3 Situation Analysis
People preparing for a trip need to know: where they are going. Before leaving, they observe the panorama, find out about environmental conditions, state of the routes, possible stations, secure a map, trace the route and define what functions, elements and aids are essential for the days to go well.
To begin the planning process, those who participate in it need to understand the context in which the Initiative takes place.
We propose to do the analysis of the situation around the purpose of the initiative step:
- Clarification of the purpose of the Initiative Identification of factors that influence the development of the situation.
2.3.1 Clarification of the purpose of the initiative
If the purpose of the initiative has been made explicit: as an objective, as an idea or if it is represented in another way, we propose that it be shared and reviewed in groups, in order to have a consensus on such purpose, answering the question What does it propose to achieve ?
2.4 Identification of factors that influence the development of the situation
The analysis of the situation is carried out by identifying factors and their impact on the purpose of the initiative. The quality of the information that those who participate in this activity have is also identified. To focus the analysis, 3 thematic windows are taken into account:
- Laws and Regulations that affect the purpose of the initiative Factors of Direct Incidence in the purpose of the initiative, which allow it to progress or cause it to be stopped Indirect Incidence Factors or intermediate events, which must be taken into account.
For each factor, the following are reviewed:
- Whether it is favorable or unfavorable for the purpose of the initiative Whether the existing information about it is reliable and sufficient Who are the people and organizations that relate to each factor.
2.5 The Design of Intentions
Now we will have to review the route and the role that each person will play during the initiative's journey, the ports we want to reach and how we are going to do to achieve it. To this process, the Outcome Mapping calls it Intentional Design and for its development it proposes to do the steps in this order:
- Vision Statement Stakeholder Identification Desired Outcomes Signs of Progress Strategies Organization Practices Mission Statement
2.5.1 Vision Statement
The Vision reflects the ideal human, social and environmental conditions, towards which the project is focused. It is the beacon that guides all efforts, expresses the dream to which it is committed, it goes beyond what the initiative can achieve but obviously contributes to it. Changes can be made within the implementation process without deviating from the project's purpose of contributing to it.
2.5.2 Identification of protagonists
Direct Partners
The key question to know who can take responsibility for the changes is: Who do you consider to be the people who combine willingness and ability to make the changes that the Vision talks about?
It is likely that organizations or people are visualized in the first instance that, although they could be key, are not interested or are reluctant to undertake changes. Providing enough information can help them to see the initiative attractive, but if they definitely do not, we could not consider them partners and direct partners.
Among the criteria to identify Direct Partners are:
- Who can better assume the changes they are going to undertake within their life project Who have the capacity to take advantage of the support provided by the initiative Who should have the capacity to make agreements and the willingness to respect them They do not have to be our friends, they are not necessarily the organizations that we feel closer to, and although there is no excess, the important thing is that they are the ones that can truly undertake change.
Administrative and Technical Team and Strategic Partners
The other column of responsibility to sustain the Vision corresponds to who would be the administrative and technical team of the initiative. This team must be clearly identified once the actions to be implemented have been defined. They will be responsible for carrying out the Organization's Strategies and Practices identified below. On this same side, would be our partners and strategic partners because their main role is to help implement the Strategies that will facilitate the changes of our partners and direct partners, independently or jointly with the administrative and technical team. Direct partners do not have change responsibilities but support.
Often in organizations with a network structure there are organizations or people who have the role of direct partners and at the same time the role of strategic partners or, they are even part of the administrative and technical team. But as long as the role defines the function, the responsibilities will be clear.
In order to identify potential strategic partners, we still need to see who we think may be in a position to support the changes undertaken by Direct Partners. For this we review the Vision, as well as actors linked to the factors, consigned on cards to whom we identify as strategic partners.
2.5.3 Desired Scopes
The path to contribute to the Vision is made up of the transformations that direct Partners and Partners are achieving. Desired Outcomes refer to the most significant behavioral changes that direct partners are able to achieve with the support of the program. They express the challenge of the initiative. There is no development without risks and challenges. Mapping is conceived with the risk involved in dealing with awareness in a diverse and changing reality.
The Desired Outcomes assumed as the responsibility of the direct partners are conceived as agreements and are formulated thinking that they will be achieved within the framework of the initiative's actions, they are not limited in time but take into account the duration of the program or project. We could say that the Desired Outcomes are assimilated to a mini Vision because it is the maximum aspiration of change in the life of the initiative.
Returning to the Analysis of the Situation allows us to see the priorities to be addressed and the trend, favorable or unfavorable, found by the change in behavior proposed by the Scope. The Desired Scopes are conceived for the same type of direct partners.
2.5.4 Signs of Progress
The Signs of Progress are conceived as a route of gradual changes that lead to consolidating the Desired Scope, consistent with the capabilities of the Direct Partners and consistent with the conditions presented by the process to support them, based on agreements and consensus. Direct partners of the initiative, based on them, more clearly identify their role and responsibilities, the change is their own management for the construction of their development.
The Signs of Progress are the first axis of actions in Outcome Mapping, their formulation and agreement, in addition to being important for implementation, are the basis for their monitoring. Signs of Progress and Desired Outcomes are the responsibility of direct partners.
Outcome Mapping proposes three grades for Signs of Progress:
- It is expected It would be positive It would be ideal
“Expected” signals: these are signals that refer to reactive changes, which have priority because they can activate the implementation of change actions in the process.
“It would be positive” signs: These are signs that refer to more elaborate changes, resulting from learning and transformation from exchanges and new experiences. Learn new techniques, acquire new skills in relationships, study, management of the environment or tools that facilitate tasks.
“It would be Ideal” signs: These are signs that refer to changes at the initiative of partners inspired by the changes already achieved. Making adaptations of procedures for your own needs, producing reference material, building or rebuilding relationships, proposing new training events, are signs of this type. Decision-making with autonomy is evident in them.
2.5.5 The Strategies
They are a set of resources available to the initiative to support the changes undertaken by the direct partners, expressed in their Signs of Progress. Although the strategic partners usually have the role of implementing Strategies, this is coordinated through agreements and arrangements with the administrative and technical team. Strategies are the second axis of actions in Outcome Mapping, their design for implementation is the basis of their monitoring. Implementing the Strategies is the responsibility of the Administrative and Technical Team.
In Outcome Mapping, the Strategies, insofar as they are going to support changes or Signs of Progress that local protagonists undertake, must have a satisfactory process of agreement with those who are going to use them, otherwise we run the risk of finding that the Strategies are undone. - They take advantage because the people who should use them do not know how to work with them. Generally, when it comes to agreeing in participatory processes, the question “And how much is that going to cost us? but the same question should apply when it is not participatory, since the efforts of the administrative and technical team can be wasted due to lack of agreement with its users.
2.5.6 The Organization's Practices
The practices of the Organization are the set of resources of the initiative, to coordinate, manage, communicate and optimize the performance of the administrative and technical team to fulfill the mission, that is, they are directly related to the appropriate implementation of the Strategies.
We can understand the Organization's Practices as the Mission's platform, so that the performance of the administrative and technical team is efficient, its timely implementation and its sustainable work, to carry out what the initiative is proposed in time and with the resources that count. The Practices of the Organization are the third axis of actions in the Outcome Mapping and their design, in addition to being important for the internal functioning, is the basis of the monitoring in the performance diary. They are the responsibility of the administrative and technical team.
4 classes of Organization Practices
- Innovation: Find new ideas and experiment with them. Improve products, services, systems and procedures Sustainability Continuity and autonomy of actions. Relevance to the mission and relevance in the context. Clarity of financial and administrative operation Communication and reflection: feedback from internal and external sources, share what has been learned, take time to evaluate the team and its operation Build relationships and teams: keep in touch with partners, obtain support from organizations, nurture internal work dynamics.
2.5.7 The Mission
The Mission is a statement, which summarizes the ways of working to support members and direct partners and how the organization will work internally to do its part in the initiative.
The Strategies and Practices of the Organization constitute in our responsibility scheme the second pillar that supports the Vision and in it, the Mission integrates these two components of the Mapping. Thus, those who read the formulation of the Mission will have an idea of the means available to the initiative to support its direct partners and the means available to the organization that is implementing the initiative to be relevant, pertinent and sustainable in its performance.
2.5.8 Intentional Design Review.
Outcome Mapping is a way of doing that long-term look. It is important to be clear that what is done is the design of an intention.
The intentional design answers 4 fundamental questions regarding that intention explicitly and with enough detail to be clear at the end of the design in what conditions we are in, to undertake the initiative.
The first question that Mapping solves for us is WHY do we undertake the initiative, and this has to do fundamentally with the Vision or the Dream, when we have the answer we are clear about the motivation for development.
The second question addressed by the Mapping is WHAT do you want to achieve by undertaking the initiative and it has to do with the transcendence of people's changes, to achieve the desired situation.
The fourth question that the Mapping solves for us is HOW these people committed to the initiative are going to channel their efforts to realize their contribution to the Vision.
There are other questions that Outcome Mapping does not solve directly but offers abundant elements and detailed information to solve them and they are those that have to do with the operational planning of the initiative.
The administrative and technical team needs to implement the actions of the Organization's Strategies and Practices in a sufficiently foreseeable control environment to guarantee the basic operation of the initiative, operational planning, concentrating on this happening. However there are procedures to do this and nothing new is offered from the Mapping, any well used is appropriate.
3. Conclusions
The scope mapping is a very valuable tool that will serve as a guide, it will help us to see what is the vision or dream of what we want to undertake, who are the people who are really involved with the initiative, it will help us to see with what it is really counted in the organization, it helps us to make the actions a consequence of the mission of the organization, the strategies that have to be taken to help the partners to make the changes.
