Outcome Harvesting Ricardo WilsonGrau 9 February 2012 Beirut

Outcome Harvesting Ricardo Wilson-Grau 9 February 2012 Beirut, Lebanon

The next two hours Purpose: Introduce you to the principles of Outcome Harvesting as a monitoring and evaluation tool for Outcome Mapping. Intended results: You will understand the essential principles of Outcome Harvesting and be able to decide when and if it could be useful in your Outcome Mapping work. Ricardo. Wilson-Grau@inter. nl. net

Outcome Harvesting A tool for monitoring and evaluating the results of development interventions Developed since 2003 by me and my colleagues Claudia Fontes, Fe Briones Garcia, Gabriela Sánchez, Goele Scheers, Heather Britt, Jennifer Vincent, Julie Lafreniere, Juliette Majot, Marcie Mersky, Martha Nuñez, Mary Jane Real, and Wolfgang Richert, and currently Barbara Klugman and Natalia Ortiz. Ricardo. Wilson-Grau@inter. nl. net

1. International social change networks Ricardo. Wilson-Grau@inter. nl. net

2. Funding agencies

Outcome Harvesting 0. Focus on utilisation 1. Design the harvest 2. Review documentation and draft outcomes 3. Engage with informants 4. Substantiate 5. Analyse, interpret 6. Support use of findings

Outcome Harvesting to meet needs Monitoring Evaluation “I can honestly say that not a day goes by when we don’t use those evaluations in one way or another. ”

Outcome Harvesting 0. 1. 2. 3. 4. 5. 6. Focus on utilisation Design the harvest Review documentation and draft outcomes Engage with informants Substantiate Analyse, interpret Support use of findings Ricardo. Wilson-Grau@inter. nl. net

0. Focus on usefulness Primary intended users Principal intended uses Useful M&E questions Ricardo. Wilson-Grau@inter. nl. net

Examples Management team requires information about programme effectiveness in order to make funding decisions for the next three years. Ricardo. Wilson-Grau@inter. nl. net

Examples Management team requires information about programme effectiveness in order to make funding decisions for the next three years. To what extent did the outcomes we influenced in 2009 -2011 represent patterns of progress towards our strategic objectives? Was our investment in the activities and outputs that contributed to our 2009 -2011 outcomes cost-effective? What? So what? Ricardo. Wilson-Grau@inter. nl. net

Focus on usefulness compared to OM INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal STEP 12: Evaluation Plan

My comparison INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal STEP 12: Evaluation Plan

Outcome Harvesting 0. Focus on utilisation 1. Design the harvest Ricardo. Wilson-Grau@inter. nl. net

The M&E balancing act

The OM concept of “outcome” as changes in social actors

Useful Evaluation Question To what extent did the outcomes we influenced in 2009 -2011 represent patterns of progress towards our strategic objectives? Data required to answer In the light of monitoring and evaluation questions, what data is required and how and from whom will it be obtained? Ricardo. Wilson-Grau@inter. nl. net

To be harvested Behaviour Relationships CHANGE Individual SOCIAL ACTOR Institution Group or community Organisation Policies and practices Actions, activities

Outcome defined A. An observable and significant change in a social actor’s behaviour, relationships, activities, actions, policies or practice that has been achieved. . . B. … and that has been influenced by the change agent. Ricardo. Wilson-Grau@inter. nl. net

Outcome example A. On May 16, 2007, World Bank President Paul Wolfowitz resigns in a wake of scandals. B. The Government Accountability Project got the incriminating information to the media, leading to widespread international coverage, and in turn, inescapable pressure for Mr. Wolfowitz to resign. Source: Evaluation of the Ford Foundation’s Global Governance Programme (2009) Ricardo. Wilson-Grau@inter. nl. net

Design of Outcome Harvest compared to OM INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING STEP 12: Evaluation Plan OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

My comparison INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING STEP 12: Evaluation Plan OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

Outcome Harvesting 0. Focus on utilisation 1. Design the harvest 2. Review documentation and draft outcomes ? n e Wh ? o h W t? a Wh re? e Wh Ricardo. Wilson-Grau@inter. nl. net

Exercise Please take five minutes to read this short, one-page case study from AWID, the Association for Women’s Rights in Development. Then, with the person seated next to you, identify one outcome: A. Who changed what, when and where? Ricardo. Wilson-Grau@inter. nl. net

MGD 3 Fund Description: During 2011, the Dutch government decided to allocate an additional € 12 million to the MGD 3 Fund and to launch a new phase of support for the MGD 3 with € 70 million for the Fund for Leadership Opportunities for Women (FLOW) to strengthen the rights and opportunities for women and girls. The formulation of an outcome is as specific, verifiable and as detailed as makes sense for the primary intended users and their principal uses. Ricardo. Wilson-Grau@inter. nl. net

Exercise Now please identify how AWID contributed to it. A. Who changed what, when and where? B. What activities and outputs plausibly contributed to the change in the social actor, however partially, indirectly and even unintentionally? Ricardo. Wilson-Grau@inter. nl. net

MGD 3 Fund Contribution of AWID: AWID compiled the document "Mid-term Summary of the MDG 3 Fund Value Added and Outcomes", which was used by the Dutch Ministry in its internal advocacy for the replenishment of the MDG 3 Fund. This material along with AWID’s coordination efforts among MDG 3 grantees also supported the Dutch gender lobby platform with a strong advocacy tool that they used to lobby the Dutch government to commit these additional resources for women’s rights organizations around the world. Ricardo. Wilson-Grau@inter. nl. net

Other information? ü ü ü ü Significance of the outcome Collaboration with other social actors Contribution of other actors and factors History Context Evidence of impact on people’s lives And so forth – it all depends on the information required to answer the M&E questions. Ricardo. Wilson-Grau@inter. nl. net

For example Outcome’s significance: In the light of the impact to which you wish to contribute, why is this outcome important? Ricardo. Wilson-Grau@inter. nl. net

Outcome example A. On May 16, 2007, World Bank President Paul Wolfowitz resigns in a wake of scandals. B. The Government Accountability Project got the incriminating information to the media, leading to widespread international coverage, and in turn, inescapable pressure for Mr. Wolfowitz to resign. C. The Wolfowitz episode dramatically exposed the weak governance structure of the World Bank itself and it is unlikely that governance at the Bank can revert to the minimal scrutiny and oversight carried out before the scandal. Ricardo. Wilson-Grau@inter. nl. net

Reviewing documentation and drafting outcomes compared to OM INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING STEP 12: Evaluation Plan OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

My comparison INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING STEP 12: Evaluation Plan OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

Outcome Harvesting 0. 1. 2. 3. Focus on utilisation Design the harvest Review documentation and draft outcomes Engage with informants Ricardo. Wilson-Grau@inter. nl. net

3. Engage with informants ü Email ü Skype or telephone ü In person

MGD 3 Fund Description: During 2011, the Dutch government decided to allocate an additional € 12 million to the MGD 3 Fund and to launch a new phase of support for the MGD 3 with € 70 million for the Fund for Leadership Opportunities for Women (FLOW) to strengthen the rights and opportunities for women and girls. Comment [RW-G 1]: Can you be more specific? Who in government? Which agency? Ricardo. Wilson-Grau@inter. nl. net

Rita Fund Comment [RW-G 1]: Who created this fund? When was it created? Specifically where was it created? Description: The Rita Fund is created in the United States. The Rita Fund is a woman’s fund which strives to Comment [RW-G 2]: Is this an respond to the “funding gap” appropriate characterisation of between donors’ interest and “funding gap”? their actual funding by creating a reliable non restrictive funding source for women’s funds Comment [RW-G 3]: Did AWID do operating worldwide. something more active to influence the creation of the Fund? Contribution of AWID: AWID’s report Where is the Money for Women’s Rights? , published in Ricardo. Wilson-Grau@inter. nl. net 2008, was the source of

Outcome Harvesting to date

Client Hivos (Environment) – Central and South America CIFCA-Central America AFAD-Asia Forum-Asia Hivos (Art & Culture) - Central America IDRC (PAN Asia) Ford Foundation- Global PIDHDD - Central and South America GPPAC - Global IDRC (Acacia) – Africa Oxfam Novib – Global PSO - Honduras and Ghana Open Society Institute – South America ECOSAD – Lima, Perú UNTF – Global Action. Aid – Ghana Action. Aid – Tanzania Bio. NET - Global Total

Client Date of harvest report Hivos (Environment) – Central and South America January 2005 CIFCA-Central America April 2005 AFAD-Asia September 2005 Forum-Asia June 2007 Hivos (Art & Culture) - Central America May 2008 IDRC (PAN Asia) July 2008 Ford Foundation- Global PIDHDD - Central and South America September 2008 July 2009 GPPAC - Global September 2009 IDRC (Acacia) – Africa December 2009 Oxfam Novib – Global March 2010 PSO - Honduras and Ghana September 2010 Open Society Institute – South America October 2010 ECOSAD – Lima, Perú October 2010 UNTF – Global August 2011 Action. Aid – Ghana Action. Aid – Tanzania Bio. NET - Global Total November 2011 August 2011 February 2011 2004 -2011

Client Date of harvest report # informants* outcomes Hivos (Environment) – Central and South America January 2005 13 April 2005 4 AFAD-Asia September 2005 8 Forum-Asia June 2007 14 Hivos (Art & Culture) - Central America May 2008 21 IDRC (PAN Asia) July 2008 4 September 2008 24 July 2009 8 GPPAC - Global September 2009 19 IDRC (Acacia) – Africa December 2009 13 Oxfam Novib – Global March 2010 38 September 2010 2 Open Society Institute – South America October 2010 5 ECOSAD – Lima, Perú October 2010 1 UNTF – Global August 2011 61 November 2011 6 August 2011 8 February 2011 12 CIFCA-Central America Ford Foundation- Global PIDHDD - Central and South America PSO - Honduras and Ghana Action. Aid – Tanzania Bio. NET - Global Total 2004 -2011 261 * Networks, NGOs, research centres, think tanks, university departments, government agencies, communitybased organisations

Client Date of harvest report # informants* outcomes # outcomes harvested Hivos (Environment) – Central and South America January 2005 13 300 April 2005 4 33 AFAD-Asia September 2005 8 32 Forum-Asia June 2007 14 35 Hivos (Art & Culture) - Central America May 2008 21 87 IDRC (PAN Asia) July 2008 4 23 September 2008 24 104 July 2009 8 43 GPPAC - Global September 2009 19 68 IDRC (Acacia) – Africa December 2009 13 85 Oxfam Novib – Global March 2010 38 196 September 2010 2 19 Open Society Institute – South America October 2010 5 28 ECOSAD – Lima, Perú October 2010 1 18 UNTF – Global August 2011 61 653 November 2011 6 46 August 2011 8 27 February 2011 12 187 CIFCA-Central America Ford Foundation- Global PIDHDD - Central and South America PSO - Honduras and Ghana Action. Aid – Tanzania Bio. NET - Global Total 2004 -2011 261 1984 * Networks, NGOs, research centres, think tanks, university departments, government agencies, communitybased organisations

How much or little detail? Depends on the users, uses and M&E questions. Can be one sentence as in the example or a page or more…. Ricardo. Wilson-Grau@inter. nl. net

Outcome example A. On May 16, 2007, World Bank President Paul Wolfowitz resigns in a wake of scandals. B. The Wolfowitz episode dramatically exposed the weak governance structure of the World Bank itself and it is unlikely that governance at the Bank can revert to the minimal scrutiny and oversight carried out before the scandal. C. The Government Accountability Project got the incriminating information to the media, leading to widespread international coverage, and in turn, inescapable pressure for Mr. Wolfowitz to resign. Ricardo. Wilson-Grau@inter. nl. net

Title: On May 16, 2007, World Bank President Paul Wolfowitz resigns in a wake of scandals. Outcome: On May 16, 2007, World Bank President Paul Wolfowitz resigns in a wake of wide-ranging scandals. Among them: Wolfowitz’s companion, Shaha Riza, received salary raises far in excess of those allowable under Bank rules; Riza received a questionable consulting position with a U. S. defense contractor in 2003 at his direction that resulted in State and Defense Department inquiries; Juan Jose Daboub, Bank Managing Director and Wolfowitz-hire, attempted to remove reference to “family planning” from the Bank’s new health sector strategy; Wolfowitz’s office was responsible for weakening a “climate change” strategy document; Bank Senior Management delayed reporting to Bank staff that a fellow staffer had been seriously wounded in a shooting in Iraq; Bank lending to Africa was deficient and delayed and could only meet lending targets if new loans were brought to the Board for approval without the proper formulation procedures; and that Wolfowitz was trying to broaden the Bank’s portfolio in Iraq over Board opposition, among other disclosures. Within a year, four controversial Wolfowitz appointees had left the Bank, including special advisors Robin Cleveland Kevin Kellems, General Counsel Ana Palacio and Suzanne Folsom, the director of the Bank’s Department of Institutional Integrity (INT). Contribution of the grantee: The Government Accountability Project was the recipient of anonymously sent internal World Bank memos and tips relevant to many of the disclosures leading to the Wolfowitz resignation, among them, information that Wolfowitz was negotiating a contract with the resident Iraq Country director, in violation of the Bank’s Articles of Agreement; an email about the shooting of a Bank employee in Iraq and the Bank’s failure to follow its protocol for informing staff about these injuries; payroll records of Shaha Riza; internal documents showing that Daboub, the Wolfowitz-appointed Managing Director, had instructed a team of Bank specialists to delete all references to “family planning” from the proposed Country Assistance Strategy for Madagascar; internal documents indicating that Daboub had ordered the toning down of references to “climate change” in Bank environmental strategy papers; etc. GAP was directly responsible for getting this information to the media – through press releases, leaking documents or corroborating information – leading to widespread international coverage, and in turn, inescapable pressure for Mr. Wolfowitz to resign. As The Economist wrote on April 12, 2007: “As he prepares to welcome ministers to the bank's spring meetings in Washington, DC, on April 14 th and 15 th, Mr. Wolfowitz's own toes … may feel a bit toasty. For that, he can thank the Government Accountability Project (GAP), a vibrant participant in America's civil society. ” Significance: The Wolfowitz episode dramatically exposed the weak governance structure of the World Bank itself, even as its senior officials demand good governance to borrowing countries. In the wake of the scandal, it is unlikely that governance at the Bank can revert to the minimal scrutiny and oversight carried out before the scandal.

A story On May 16, 2007, World Bank President Paul Wolfowitz resigns in a wake of wide-ranging scandals. As The Economist wrote on April 12, 2007: “As he prepares to welcome ministers to the bank's spring meetings in Washington, DC, on April 14 th and 15 th, Mr. Wolfowitz's own toes … may feel a bit toasty. For that, he can thank the Government Accountability Project (GAP), a vibrant participant in America's civil society. ” Wolfowitz’s companion, Shaha Riza, received salary raises far in excess of those allowable under Bank rules; Riza received a questionable consulting position with a U. S. defense contractor in 2003 at his direction that resulted in State and Defense Department inquiries; Juan Jose Daboub, Bank Managing Director and Wolfowitz-hire, attempted to remove reference to “family planning” from the Bank’s new health sector strategy; Wolfowitz’s office was responsible for weakening a “climate change” strategy document; Bank Senior Management delayed reporting to Bank staff that a fellow staffer had been seriously wounded in a shooting in Iraq; Bank lending to Africa was deficient and delayed and could only meet lending targets if new loans were brought to the Board for approval without the proper formulation procedures; and that Wolfowitz was trying to broaden the Bank’s portfolio in Iraq over Board opposition, among other disclosures. The Government Accountability Project was the recipient of anonymously sent internal World Bank memos and tips relevant to many of the disclosures leading to the Wolfowitz resignation, among them, information that Wolfowitz was negotiating a contract with the resident Iraq Country director, in violation of the Bank’s Articles of Agreement; an email about the shooting of a Bank employee in Iraq and the Bank’s failure to follow its protocol for informing staff about these injuries; payroll records of Shaha Riza; internal documents showing that Daboub, the Wolfowitz-appointed Managing Director, had instructed a team of Bank specialists to delete all references to “family planning” from the proposed Country Assistance Strategy for Madagascar; internal documents indicating that Daboub had ordered the toning down of references to “climate change” in Bank environmental strategy papers; etc. GAP was directly responsible for getting this information to the media – through press releases, leaking documents or corroborating information – leading to widespread international coverage, and in turn, inescapable pressure for Mr. Wolfowitz to resign. The Wolfowitz episode dramatically exposed the weak governance structure of the World Bank itself, even as its senior officials demand good governance to borrowing countries. In the wake of the scandal, it is unlikely that governance at the Bank can revert to the minimal scrutiny and oversight carried out before the scandal. Within a year, four controversial Wolfowitz appointees had left the Bank, including special advisors Robin Cleveland Kevin Kellems, General Counsel Ana Palacio and Suzanne Folsom, the director of the Bank’s Department of Institutional Integrity (INT). Ricardo. Wilson-Grau@inter. nl. net

One liners 1. In December 2005, the United Nations issues a groundbreaking whistleblower protection policy. 2. In August, 2006, GAP, in tandem with the World Bank Staff Association, stopped an attempt by then Bank President Paul Wolfowitz’s office to hurry through a flawed draft whistleblower protection policy. 3. In January, 2007, the Board of Executive Directors of the African Development Bank (AFDB) approves a whistleblower protection policy. 4. On May 16, 2007, World Bank President Paul Wolfowitz resigns in a wake of scandals. 5. The World Bank adopts recommendations for improving the Bank’s investigative unit INT and the Director of INT resigns. 6. In June 2008, the World Bank passes an improved whistleblower protection policy. Ricardo. Wilson-Grau@inter. nl. net

Engaging with informants compared to OM INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING STEP 12: Evaluation Plan OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

My comparison INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING STEP 12: Evaluation Plan OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

Outcome Harvesting 0. 1. 2. 3. 4. Focus on utilisation Design the harvest Review documentation and draft outcomes Engage with informants Substantiate Ricardo. Wilson-Grau@inter. nl. net

Present the final outcome formulation to one or more credible (independent, knowledgeable) person(s) and ask them to go on record with their opinion: 1. To what degree you are in agreement with the description of the Dutch government’s decision to allocate an additional € 12 million to the MGD 3 Fund and to launch a new phase of support for the MGD 3 with € 70 million for the Fund for Leadership Opportunities for Women (FLOW) [ ] Fully agree [ ] Partially agree [ ] Disagree Comments if you like: 2. How much do you agree with the description of how AWID influenced the Dutch government’s decision? [ ] Fully agree [ ] Partially agree [ ] Disagree Comments if you like:

Case studies To enhance the understanding and credibility of the findings.

Substantiation compared to OM INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING STEP 12: Evaluation Plan OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

My comparison INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING STEP 12: Evaluation Plan? ? OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

Outcome Harvesting 0. 1. 2. 3. 4. 5. Focus on utilisation Design the harvest Review documentation and draft outcomes Engage with informants Substantiate Analyse, interpret Ricardo. Wilson-Grau@inter. nl. net

Organise the outcomes so that they can be interpreted in ways that will enable you to answer the Outcome Harvesting questions. To what extent did the outcomes we influenced in 2009 -2011 represent patterns of progress towards our strategic objectives? Classify the outcomes according to strategic objectives, country or region, year… Ricardo. Wilson-Grau@inter. nl. net

Excel Database

Accessdatabase Database

Seeking processes, patterns, trends + Women’s group launches campaign President declares women's land inheritance a right Agriculture committee discusses draft law + + + Legislature passes women’s right to land inheritance law Policy change Court decides against widow + Widow takes late husband’s For the first family to court time, press runs story on women’s land inheritance + Finance committee discusses draft law Women’s group initiates legal aid for widows + Legislator drafts law Time Over the past 5 years, in 90% of the cases the Land Commission has given to widows the titles of their Late husbands’ late families murder husbands’ three widows land Court decides landmark case in favour of widow + Ten widows take late husbands’ family to court + + + Practice change + Land Commission Religious approves regulations for leader declares women's land women’s inheritance a inheritance of right deceased husband’s land + Agricultural union admits widows as members

Theory of change MISSION IMPACT ASSUMPTIONS RESULTS STRATEGIES SOCIAL ACTORS

Systems approach Ricardo. Wilson-Grau@inter. nl. net

Analyse, interpret compared to OM INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATION PLANNING STEP 12: Evaluation Plan OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

My comparison INTENTIONAL DESIGN STEP 1: Vision STEP 2: Mission STEP 3: Boundary Partners STEP 4: Outcome Challenges STEP 5: Progress Markers STEP 6: Strategy Maps STEP 7: Organizational Practices EVALUATIO PLANNING N STEP 12: Evaluation Plan OUTCOME & PERFORMANCE MONITORING STEP 8: Monitoring Priorities STEP 9: Outcome Journals STEP 10: Strategy Journal STEP 11: Performance Journal

Outcome Harvesting 0. 1. 2. 3. 4. 5. 6. Focus on utilisation Design the harvest Review documentation and draft outcomes Engage with informants Substantiate Analyse, interpret Support use of findings Ricardo. Wilson-Grau@inter. nl. net

6. Support for use of findings

My summary comparison between Outcome Harvesting and Outcome Mapping

Outcome Harvesting 0. Focus on utilisation 1. Design the harvest 2. Review documentation and draft outcomes STEP 8: STEP 9: STEP 10: STEP 11: Journal? 3. Engage with informants 4. Substantiate 5. Analyse, interpret STEP 9: Outcome Journals? INTENTIONAL DESIGN, EVALUATION 6. Support use of findings Monitoring Priorities Outcome Journals Strategy Journal? Performance

Many thanks! Do you have questions? ricardo wilson-grau consulting Rua Marechal Marques Porto 2/402, Tijuca, Rio de Janeiro, CEP 20270 -260, Brasil Telephone: 55 21 2284 6889; Skype: ricardowilsongrau Direct via VOIP, dialing locally from: The Netherlands (or Europe): 31 71 302 0429 USA or Canada: 1 347 404 5379

S. M. A. R. T. outcomes Specific Example Each outcome is formulated in sufficient detail so that a primary intended user without specialised subject or contextual knowledge will be able to understand appreciate what changed. Who changed what, when and where? In 2008 -2009, the Norwegian Ministry of Foreign Affairs replenished its Budget Line on Gender Equality to fund the implementation of their Women’s Rights Program, which included significant funding for women’s organizations.

SMART outcomes Measurable Example The description of the outcome provides objective, verifiable quantitative and qualitative information, independent of who is collecting data. How much? How many? When and where did the change happen? In 2008 -2009, the Norwegian Ministry of Foreign Affairs replenished its Budget Line on Gender Equality to fund the implementation of their Women’s Rights Program, which included significant funding for women’s organizations.

SMART outcomes Achieved By AWID while perhaps not fully attributable to AWID. A plausible relationship, a logical link between the outcome and what AWID did that contributed to it. What did AWID do, when and where that contributed — wholly but probably partially, indirectly or indirectly, intentionally or unexpectedly? Example WITM had a session on funding at CSW that generated important discussions and sparked conversations with various partners in the movement as well as bilaterals and provided evidence for the steady or expanding funding support for women’s organizations.

SMART outcomes Relevant Example The outcome represents noteworthy progress towards the impact you desire. Shifts in donor and development policy and practices for a greater financial and political commitment to gender equality and women’s rights, including women’s organizations.

SMART outcomes Timely The outcome occurred within 2006 -2011, although AWID’s contribution may have been months or even years before. Example In 2008 -2009, the Norwegian Ministry of Foreign Affairs replenished its Budget Line on Gender Equality… WITM had a session on funding… and provided evidence for the steady or expanding funding support for women’s organizations.

Outcome substantiation One or more people independent of AWID and knowledgeable about a mutually agreed percentage of the outcomes, or of a representative group of outcomes, agrees (or not) with the formulation of the outcome and AWID’s contribution. The credible “authority” goes on public record with her or his opinion about the outcome and AWID’s contribution. Ricardo. Wilson-Grau@inter. nl. net