DPMI+  Final  Report    Deliverables  &  Explanatory  Narratives

                        ADAM  MATHIS  

Monterey  Institute  of  International  Studies  December  2013  

  2  

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                                    

  3  

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/  

 

  4  

   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

  5  

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.      

  6  

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    

  7  

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  

  8  

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    

 

  9  

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  

  10  

     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    

  11  

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.                

  12  

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  

  13  

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      

  14  

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  

  15  

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.            

  16  

Case  Study  

  17  

  18  

2UJDQL]DWLRQDO�&RQWH[W

&KDOOHQJHVȽ (QVXULQJ�VXIILFLHQW�FDSDFLW\�IRU�FRQGXFWLQJ�

0RQLWRULQJ��(YDOXDWLRQ�ZLWK�OLPLWHG�UHVRXUFHV

Ƚ ,PSOHPHQW�0(�ZLWKRXW�VLJQLILFDQW�GLVUXSWLRQ�RI�RQJRLQJ�SURJUDPPDWLF�DFWLYLWLHV

2UJDQL]DWLRQDO�&RQWH[W

0LVVLRQ�3ULRULWLHVȽ &UHDWLQJ�YDOXH�DGGLQJ�SDUWQHUVKLSV�ZLWK�

ORFDO�JUDVVURRWV�RUJDQL]DWLRQVȽ &RQQHFWLQJ�LQWHUQDWLRQDO�YROXQWHHUV��

GRQRUV�ZLWK�ORFDO�RUJDQL]DWLRQV�DURXQG�WKH�ZRUOG

Ƚ (IIHFWLYHO\�JURZ�WKH�QHWZRUN�E\�ORFDWLQJ�DQG�SDUWQHULQJ�ZLWK�QHZ�RUJDQL]DWLRQV

  19  

 

.H\�6WDNHKROGHUV

2PSUDNDVK�0DQDJHPHQW�7HDPż 1HHGV�3ULRULWLHV�

Ŷ ,QFUHDVH�FDSDFLW\�WR�DOORZ�IRU�PRUH�IXOO�WLPH�VWDII�ZKR�FDQ�FDUU\�RXW�SURJUDP�0RQLWRULQJ��(YDOXDWLRQ�DFWLYLWLHV�

Ŷ 3ULRULWL]H�0(�IRU�LPSURYHPHQW�RI�SURJUDPV��UHDFK��HIIHFWLYHQHVV�RI�DFWLYLWLHV

Ŷ $SSURYDO�RI�ERDUG�WR�GHVLJQ��LPSOHPHQW�0(

2PSUDNDVK�%RDUGż 1HHGV�3ULRULWLHV

Ŷ (QVXUH�VXVWDLQDELOLW\�RI�2PSUDNDVK�SURJUDPV���GHPDQG�LPSOHPHQWDWLRQ�RI�0(�IRU�DOO�SURJUDPV

Ŷ %X\�LQ�IURP�PDQDJHPHQW��VWDII�RQ�LPSRUWDQFH�RI�0(

.H\�6WDNHKROGHUV

'RQRU�2UJDQL]DWLRQVż 1HHGV�SULRULWLHV

Ŷ 0(�DV�SUHUHTXLVLWH�IRU�FRQWLQXHG�IXQGLQJŶ 8QGHUVWDQGLQJ�RI�WKH�LPSRUWDQFH�RI�0(�DFWLYLWLHV�

,QWHUQDWLRQDO�9ROXQWHHUVż 1HHGV�3ULRULWLHV

Ŷ %HWWHU�0(�ZLOO�UHVXOW�LQ�PRUH�VWDEOH�RXWUHDFK��OHDGLQJ�WR�EHWWHU�ORFDO�SDUWQHUVKLSV�DQG��LQ�WXUQ��EHWWHU�DYDLODEOH�SRVLWLRQV

  20  

.H\�6WDNHKROGHUV

8QLYHUVLW\�3DUWQHUVż 5HTXLUH�0(�DV�SDUW�RI�DJUHHPHQW�IRU�FUHGLWż %HWWHU�DVVHVVPHQW�RI�SURJUDPV�DQG�RXWUHDFK�ZLOO�JHQHUDWH�PRUH�

HQJDJLQJ�RSSRUWXQLWLHV�IRU�VWXGHQWV

*UDVVURRWV�2UJDQL]DWLRQV��ż FXUUHQW�SDUWQHUV���0(�SURJUDPV�QHFHVVDU\�IRU�2PSUDNDVK�WR�

EHFRPH�PRUH�VXVWDLQDEOH���FRQWLQXH�WR�RIIHU�SURJUDPV�EHQHILWVż SRWHQWLDO�SDUWQHUV���PRUH�OLNHO\�WR�SDUWQHU�ZLWK�DQ�RUJDQL]DWLRQ�

�2PSUDNDVK��ZKRVH�SURJUDPV�DUH�HYDOXDWHG�IRU�HIIHFWLYHQHVV�DQG�FRQVWDQWO\�EHLQJ�LPSURYHG

7KH�,VVXH���3UREOHP

2PSUDNDVK�FXUUHQWO\�GRHV�QRW�KDYH�D�0RQLWRULQJ�DQG�(YDOXDWLRQ�SROLF\�LQ�SODFH�IRU�DQ\�RI�LWV�PDMRU�SURJUDPVȽ 0DQDJHPHQW�ZDQWV�WR�JURZ�ZKLOH�HQVXULQJ�VXVWDLQDELOLW\�RI�QHWZRUNȽ &XUUHQW�IXQGLQJ�GHSHQGHQF\�RQ�GRQDWLRQV��JUDQWVȽ %RDUG�LV�GLVFRQQHFWHG�IURP�UHDOLWLHV�RI�FXUUHQW�SURJUDPVȽ 1R�VWUDWHJ\�ZLWK�UHJDUG�WR�RXWUHDFK�SURFHGXUHV

  21  

$QDO\VLV�

%HVW�3UDFWLFHV�5HODWHG�WR�0(�Ƚ ´)DLOLQJ�WR�3ODQ�LV�3ODQQLQJ�WR�)DLOµ

�

Ƚ :LWKRXW�SURSHU�SODQQLQJ��FOHDU�DUWLFXODWLRQ�RI�UHVXOWV��LW�LV�QRW�FOHDU�ZKDW�VKRXOG�EH�PRQLWRUHG�DQG�KRZ��KHQFH��PRQLWRULQJ�FDQQRW�EH�GRQH�ZHOO��

�

Ƚ *RRG�SODQQLQJ�DQG�HIIHFWLYH�0(�SOD\�D�PDMRU�UROH�LQ�HQKDQFLQJ�SURJUDP�HIIHFWLYHQHVV�

,QIRUPDWLRQ�+ROHV��5HFRPPHQGDWLRQV

���&XUUHQW�RXWUHDFK�VWUDWHJ\�LV�QRW�IRFXVHG�DQG�KDV�QR�0(�IRU�PHDVXULQJ�HIIHFWLYHQHVVȽ 2XWUHDFK�LV�FRQGXFWHG�WKURXJK�*RRJOH�VHDUFKHV�DQG�E\�YROXQWHHUV�XVLQJ�

SHUVRQDO�HPDLOV

5HFRPPHQGDWLRQ��,PSOHPHQW�D�WDUJHWHG�DQG�WUDFNDEOH�SURIHVVLRQDO�RXWUHDFK�V\VWHP��GHYHORSHG�WKURXJK�0DLO&KLPS��DQG�FUHDWH�PHDVXUDEOH�4473�LQGLFDWRUV�WR�DVVHVV�ZKDW�RXWUHDFK�WDFWLFV�DUH�ZRUNLQJ�DQG�ZKLFK�DUH�QRW���)RFXV�RXWUHDFK�RQ�VSHFLILF�UHJLRQV�RU�VHFWRUV�WR�LPSURYH�DQDO\WLFV�JHQHUDWHG�IURP�VRFLDO�PHGLD

  22  

,QIRUPDWLRQ�+ROHV��5HFRPPHQGDWLRQV

���1R�PRQLWRULQJ��HYDOXDWLRQ�SROLF\�LQ�SODFH�WR�DVVHVV�YDOLGLW\�RI�ORFDO�RUJDQL]DWLRQV�DQG�WKHLU�HIIHFWLYHQHVV�DV�2PSUDNDVK�3DUWQHUV

5HFRPPHQGDWLRQ��'HYHORS�DQG�LPSOHPHQW�DQ�DVVHVVPHQW�SROLF\�DQG�UHTXLUH�LWV�LPSOHPHQWDWLRQ�ZKHQ�FRQGXFWLQJ�SDUWQHUVKLS�UHODWLRQVKLS�PDLQWHQDQFH���7KLV�VKRXOG�EH�GHVLJQHG�LQ�FROODERUDWLRQ�ZLWK�UHFRPPHQGHG�UHJLRQDO�ERDUGV�ZKR�ZLOO�RYHUVHH�WKH�0(�SURJUDPV�RQ�WKH�JURXQG�LQ�HDFK�UHJLRQ�

/HVVRQV�/HDUQHG

Ƚ $�IRFXVHG�VWUDWHJLF�SODQ�ZLWK�PHDVXUDEOH�LQGLFDWRUV�DQG�HYDOXDWLRQ�SROLFLHV�LV�HVVHQWLDO�IRU�FRQWLQXHG�VXFFHVV�ZKHQ�JURZLQJ�DQ�RUJDQL]DWLRQ

Ƚ 7KH�DEVHQFH�RI�0(�ZLWKLQ�D�SURJUDP�FDQ�OHDG�WR�V\VWHPLF�EUHDNGRZQV���7KH�ODFN�RI�RYHUVLJKW�RQ�D�VLQJOH�SURJUDP�FDQ�KDYH�DQ�HIIHFW�RQ�RWKHU�UHODWHG�SURJUDPV�DV�ZHOO

  23  

 

5HIHUHQFHV,)$'��´$�*XLGH�IRU�3URMHFW�0RQLWRULQJ��(YDOXDWLRQ�µ�,QWHUQDWLRQDO�)XQG�IRU�$JULFXOWXUDO�'HYHORSPHQW��������:HE��'HFHPEHU�������KWWS���ZZZ�LIDG�RUJ�HYDOXDWLRQ�JXLGH�LQGH[�KWP�

/HYLQJHU��%HU\O��0D\�������´3ULQFLSOHV�RI�3URMHFW�'HVLJQ�DQG�0DQDJHPHQW��0RYLQJ�IURP�3URJUDP�WR�3URMHFW�LQ���HDV\�FKDSWHUV�µ�'HYHORSPHQW�3URMHFW�0DQDJHPHQW�,QVWLWXWH��0RGXOH�,���

81'3��������´+DQGERRN�RQ�3ODQQLQJ��0RQLWRULQJ���(YDOXDWLRQ�IRU�'HYHORSPHQW�5HVXOWV�µ�8QLWHG�1DWLRQV�'HYHORSPHQW�3URJUDP�