Day 1:. Day 1: Introduction Facilitators Expectations for the Workshop.

Day 1:

Introduction

Facilitators

Expectations for the Workshop

Workshop Objective To engage all participants in a lively learning process on outcome mapping so that you have the knowledge and skills to use it in ways that are appropriate to your specific context. The workshop is broken down into 3 modules

Module 1. Group Facilitation
1 Day Learning and practising group facilitation skills helpful in the practice of outcome mapping.

Module 2. Conceptual 3 Days:
Learning about the tools and methods of outcome mapping.

Module 3. Practicum 2 days Reflecting, planning, and practicing how to take outcome mapping forward in your specific context.

Workshop Process Start & end on time
Give everyone a chance to speak & ask questions « Issues and Concerns» Questions & comments at any time Questions et commentaires en français

Agenda for Day 1

Introductory Exercise
At your table, introduce yourself by describing 3 events that contributed to you being at this workshop. Talk about one event long ago, one more recent, and one very recent event

Overview (Sunset Image)

Facilitation: Core Values
Participation Capacity-building Diversity Equity Transparency Content-neutral

Role of Facilitator Manages process for the group
Advocates fair & open procedures Encourages full participation Responds to group dynamics Promotes clarity & understanding Models respect and inclusion

Active Listening Skill 1: Paraphrasing & Drawing People Out

What is Paraphrasing? Using your own words to explain what the speaker in saying. In order to indicate you’re trying to understand the speaker, start with: What I’m hearing you say is… Let me see if I’m understanding what you’re saying… It sounds like what you’re saying is… Am I correct that what you are saying is…

What is Drawing People Out?
Asking open-ended questions to the speaker to get more detail from them Probing with questions like: Can you say more about that? What do you mean by? In what way? Best used with paraphrasing

Active Listening Skill 2: Stacking & Tracking

Conclusion & Evaluation of Day 1

Day 2:

Review of Day 1 and Evaluation Feedback

Agenda for Day 2

Conceptual Overview

Evaluation Challenges
Establishing cause & effect in an open system Timing Encouraging iterative learning Clarifying values 1st assessment challenges (measurement problems) 1 attributing specific changes to an external program, project or organization`s activities - particularly difficult with measuring « impact » ( using the definition from a classical results chain -- long term effects on large group of intended beneficiaries) 2 when to assess? 2nd methodological challenges in evaluation (fostering learning oriented, facilitated, OD type evaluation) 3 engaging groups in a learning process 4The lens through which you see things Discussion Points and Questions Are these challenges you are grappling with? How? Create a list of anything else they are facing.

Challenge 1: Establishing Cause/Effect in an Open System
Multiple actors & factors contribute Causality is mutual, therefore usually attribution is not possible Unintended results often ignored We work in complex, open systems (many things happen at once, we aren`t the only people involved, relationships among events and actors creates a changing contex) Linear logics models (if/then, so what?) aren`t adequate to capture this Emphasis on attribution usually tries to credit a single actor whereas, in reality, multiple actors create results and need credit Focus on positive intended results is insufficient as unexpected positive and negative results occur and should be accounted for and learned from We were faced with the challenge of being honest & realistic in crediting the multiple actors & factors that contribute to development Is this a problem you are grappling with? How?

Shifting Influence Over Time
Distinguish between Om and a traditional results chain. Last time people thought that OM was using a results chain because of this slide. Time

Challenge 2: Timing Tracking incremental, cumulative change
Not assessing results as though final Problem of « when to assess »? Wait for impact and it`s too late, look too early and you get activities Focus on ultimate « impact » neglects the importance of more upstream changes Cumulatively these small changes add up to important development results If you assess at a point in time and then at another you can lose the details Focus on impact implies that the story ends when it occurs but, in reality, change is an onngoing process Donors don`t do development, people do: people make choices, we move on, we don`t live the results. How do you react? Are these challenges you are facing?

Are we having an impact yet ?

Challenge 3: Encouraging Iterative Learning
Emphasis on development results Easy to measure vs. important to know Keeping results within their context Making time for reflection To build on the past we need to capture it if we are to have more than anecdotal learning Emphasis on long term impact. Can`t just look at results but need to look at what the program is doing as well in order to get better at it. Avoiding « clueless feedback » Overly simplistic logic models and indicators (especially quantiative) have made us forget why we`re assessing (to understand the effect we have and get better at supporting development processes) Context is important in order to learn (from situations, not generic lessons) – ask the why? How? Questions The one challenge no methodologically can answer – giving people time (takes incentives, they have to thinkthe time is worth it, that`s why OM isn`t a requirement,)

Accountability & Learning: A Balancing Act

Challenge 4: Clarifying Values
Assessment is not value neutral Making explicit the implicit Building the capacity to engage Process of developing a collaborative value system Not a universal but a perspective of what happened Self and partners Not hollow participation but engagement What is relevant and meaningful participation?

Challenges and Outcome Mapping
Cause & effect in open system 2. Timing Iterative Learning Clarifying Values OM Tools Vision & Outcome Challenges Outcome challenge & Progress Markers Org. Practices & Monitoring Journals 4. Mission, Boundary Partners, Progress Markers, Org. Practices

What is Outcome Mapping?
an integrated PM&E tool an approach that focuses on changes in the behaviour, relationships,or actions of partners (as outcomes) a methodology that characterizes and assesses the program’s contributions to the achievement of outcomes an approach for designing in relation to the broader development context but assessing within your sphere of influence

Encouraging evaluative thinking throughout the P,M &E phases is a key to success
Assumptions about P, M &E in OM It`s collaborative It`s sharing credit OM designed around facilitated group planning and learning processes 3 stages; 12 steps (of a workshop) can be used as a whole system or separately with other tools and methods (examples of how its been used in 2 programms) Planning Stage - answers 4 questions: why? (vision); who? (who will the program work with directly to encourage change?); what? (what changes are being sought?); How? (What is the program to do to encourage change in its partners and in itself so that it remains relevant and effective?) Monitoring 1 – set priorities 2 – OM offers 3 data collection tools (journals) for capturing info on elements from the planning stage Based largely on self-assessment Eval Planning a useful eval process

At What Level? Course is focusing at the program level
Definition of Program: A group of related projects and activities with a specific set of resources (human, financial, capital) directed to the achievement of a set of goals within a specified period of time Can be used by projects, organizations, and communities too Talk about using OM at project, program, and organizational levels. In this course, we`re talking about using it at program level. Not appropriate for small projects because too much detail.

Key Concepts of Outcome Mapping
Sphere of influence Outcomes as behavioural change

Sphere of Influence Planning & Design Context Assessing

The Focus of Outcome Mapping
Use reach term, participants last time thought we were advocating the results chain Behavioural Changes

What is an « Outcome » in OM?
Change(s) in the behaviour, relationships, activities, and/or actions of an individual, group, or organization that the program was helpful in bringing about. These changes are aimed at encouraging human and ecological well-being.

Changes Sought Changes in State Ecosystem Human System
Changes in Behaviour

Why Behavioural Change?
To stress that development is done by, and for, people To illustrate that although a program can influence the achievement of outcomes, it cannot control them because ultimate responsibility rests with the people affected

How Can Outcome Mapping Be Used?
For a program to tell its performance story in outcome terms by: articulating its goals and designing its activities designing a monitoring system for assessing internal performance and outcomes of partners setting a use-oriented evaluation plan

Why Use Outcome Mapping?
Focussing on changes in partners’ behaviour, relationships, or actions allows a program to: measure results within its sphere of influence obtain feedback about its efforts in order to improve its performance take credit for its contributions to the achievement of outcomes show progress towards outcomes

Stage 1: Intentional Design

« I have a dream! » Martin Luther King

Step 1 : Vision Statement
Reflects the broad human, social, & environmental betterment in which the program is engaged and to which it is contributing

Example Vision Statement
Local authorities, communities, and international organizations in developing countries in Africa recognize the value of HIV/AIDS intervention as an integral part of social & economic development. Municipal, regional, and national governments actively support HIV/AIDS prevention activities by formulating and implementing effective public health policies. Using research findings, they have developed a comprehensive public health strategy to slow down the infection rate. Formerly marginalized groups (e.g. women and youth) are organized into advocacy groups that can effectively formulate their needs to policy makers. All groups have access to reliable and relevant technical information about HIV/AIDS prevention and are able to make informed choices. In essence, there are healthier, happier, and wealthier communities.

Facilitation Questions
? “Imagine that in 3-5 years the program has been extremely successful. What changes will you have helped bring about? What are your partners doing differently? What have they achieved? In essence, what would total success look like?”

VISION STATEMENT The Mission is that “bite” of the Vision Statement on which the program is going to focus

Step 2: Mission Statement
Describes how the program intends to: Operationalize its role in support of the vision by determining the areas in which it will work Support the achievement of outcomes by its boundary partners

? “How can the program best support or contribute to the achievement of the vision? What areas do you need to work in? What do you need to do? ”

Example Mission Statement
In support of this vision and on behalf of its donors, the program will work in the areas of research, dissemination, capacity building, & coordination. It will contribute to the production, synthesis, & dissemination of research data, position papers, & other information that will sensitize local & international actors to HIV/AIDS prevention. The program will seek to expand the range of disciplines involved in HIV/AIDS research. It will enhance HIV/AIDS research capacity in order to produce credible information for local, national, & international policy-making & program development. It will promote an interest in HIV/AIDS research among new researchers by providing research fellowships, mentorship, & training opportunities. The program will contribute to the development of linkages between Northern & Southern researchers & encourage partnerships between research organizations, advocates, & decision makers. It will increase its visibility & credibility among the donor community & will convince them of the utility of supporting HIV/AIDS prevention.

Developing a Vision or Mission
Warm-up – general conversation Individual write up Discuss & Post Facilitator and/or participant draft Present & discuss Purge the jargon Verify with partners (if required) & Finalize

Developing a Vision with the Community in Nagaland

Suggestions and Tips! If time is a limiting factor you can carry out an survey in advance to create a draft vision & mission before the workshop starts. Use the draft version as a starting point for discussion in order to save time.

Exercise 1: Correct Errors in Vision & Mission Statements

Step 3: Boundary Partners
Those individuals, groups, & organizations with whom the program interacts directly to effect change & with whom the program can anticipate some opportunities for influence.

Program`s Sphere of Influence
The Real World Program = Program`s Boundary Partners

Boundary Partners (have boundary partners)
Program’s Boundary Partners Boundary Partners’ Boundary Partners Program

Typology of IDRC Boundary Partners
Applied Research Community e.g. researchers, institutions, NGOs, networks IDRC Program System Gatekeepers / Dev`t Agents e.g. business, policy makers, NGOs, gov`t Beneficiaries e.g. communities, farmers, women, youth

? « In which individuals, groups, or organizations is your program trying to encourage change so that they can contribute to the vision? With whom will you work directly? »

Suggestions and Tips! A program can choose its boundary partners because it wants to influence them or because they will influence others Example: a rural development NGO chooses to work directly with farmer organizations who in turn, lobby the Minister of Agriculture to effect change.

Exercise 2: Identify the Program`s Boundary Partners

Exercise 2a Working on Your Own Case

Guiding Questions In your context:
How would the ideas of Outcome Mapping resonate? Is a focus on behavioural change appropriate? How would you foster the imagination of your group to come up with a vision? Are you clear about your contributions to the vision? (i.e., your mission) Who are your boundary partners? How could you include them in the process?

Conclusion & Evaluation of Day 2 Plenary Discussion: What’s Working
Conclusion & Evaluation of Day 2 Plenary Discussion: What’s Working? What’s Not? How Can We Improve Our Workshop? At your tables, talk about what’s working, what isn’t and elect one person to stay behind for 10 minutes to provide us feedback.

Day 3:

Review of Day 2 & Feedback from Evaluation

Agenda for Day 3

Step 4: Outcome Challenge
Description of: The changed behaviours (relationships, activities, and/or actions) of a boundary partner How they could contribute ideally to the vision

Example Outcome Challenge Statement
The program intends to see researchers in developing countries that have gained the expertise required to carry out HIV/AIDS research in a multidisciplinary fashion using quantitative, qualitative, and/or participatory methodologies. They are conducting research on the legislative, economic, social, and health aspects of HIV/AIDS with special emphasis on vulnerable groups including youth and women. They are providing credible evidence that allows research findings to be translated into effective HIV/AIDS policies and programs. They are skillfully disseminating research results in the appropriate format for the audience (e.g., to the scientific community, the general public, NGOs, government officials). They are successfully obtaining funding from multiple sources to conduct HIV/AIDS research. More experienced researchers are mentoring those new to the field and HIV/AIDS researchers globally are engaged in productive communications using various means especially electronic networks.

« Those Who Dream Make a Difference! » Ms. Kalpana Pant, Chaitanya

Phrasing of an Outcome Challenge
“The program intends to see [boundary partner] who [description of behaviours in the active present tense]”

? “Ideally, in order to contribute to the vision, how would the boundary partner be behaving?” “What would your boundary partner be doing to contribute maximally to the vision?”

Suggestions and Tips! Similarity of behaviours sought among boundary partners (policy makers and community members) in international model forests was unexpected by program staff

Outcome Challenge Checklist
Outcome Challenge Statements: Describe behavioural changes About a single boundary partner Set out the ideal behavioural changes Describe the boundary partner`s contributions to the vision

Exercise 3: Identify Errors in Outcome Challenge Statements

Program Framework Vision: Mission: Boundary Partner:
Outcome Challenge: Boundary Partner: Outcome Challenge: Boundary Partner: Outcome Challenge: Boundary Partner: Outcome Challenge:

Overview Exercise: Put Together a Program Framework

Step 5: Progress Markers
A graduated set of statements describing a progression of changed behaviours in the boundary partner Changes in actions, activities, & relationships leading up to the ideal outcome challenge statement

Levels of Progress Markers
The program sets out what it would: Expect to see its boundary partners doing? Like to see its boundary partners doing? Love to see its boundary partners doing?

How Many Progress Markers?
Limit to a manageable amount of data to be collected: 4 “expect to see” 8 “like to see” 3 “love to see”

Why Graduated Progress Markers?
Articulate the complexity of the change process Permit on-going assessment of partners’ progress (including unintended results) Encourages the program to think about how it can intentionally contribute to the most profound transformation possible Make mid-course corrections & improvement easier

Example Progress Markers
The program Expects to See local communities: Participating in regular model forest (MF) partnership meetings 2. Establishing a structure for cooperation in the partnership 3. Acquiring new skills for involvement in the MF 4. Contributing resources necessary to get the MF operational (minimum)

The program would Like to See local communities: Articulating a vision for the MF that is locally relevant Promoting their involvement with the MF nationally Expanding the partnership Calling upon external experts when necessary Requesting new opportunities for training Disseminating concrete examples of benefits arising from MF activities Seeking out new partners for the MF Obtaining funding from different national sources

The program would Love to See local communities: 13. Helping other MFs establish themselves 14. Sharing lessons-learned internationally 15. Influencing national policy debates & formulation on resource use and management

? « How can the program know the boundary partner is moving toward the outcome? What would they be doing? » « What milestones would be reached as the boundary partner moves towards their intended role in contributing to the vision? »

Suggestions and Tips! If a program has multiple boundary partners but the primary result to be achieved is changing their relationships with one another then it is possible to create a single outcome challenge & set of progress markers for the whole group

Progress Marker Checklist
Each Progress Marker: Describes a changed behaviour by the boundary partner Can be monitored & observed As a set, Progress Markers: Are graduated from easier to more difficult to achieve changes in behaviour Describe the change process of a single boundary partner

Exercise 4: Identify Correct Progress Markers & Categorize as Expect, Like, or Love to See
At the end, ask one group to explain their order and then ask the others to talk about any differences in what they included.

Step 6: Strategy Map Outlines the program`s approach in working with the boundary partner Indicates the relative influence the program is likely to have on boundary partner Helps pinpoint strategic gaps in the approach or if the program is overextended Suggests the type of evaluation method appropriate to track and assess the performance of the program

6 Types of Strategies Strategy Causal Persuasive Supportive I-1
Direct Output I-2 Arouse New Skills/ Thinking I-3 Supporter who guides change over time Aimed at the Boundary Parnter E-1 Alter physical or regulatory environment E-2 Modify the information system E-3 Create / Strengthen a Peer Network Aimed at the Boundary Partner`s Environment

6 Types of Strategies

?

Suggestions and Tips! Facilitator asks the group questions about their strategies While they are discussing them (s)he quietly plots them on a strategy map After being shown the strategy map, the group is asked to analyze it for gaps, overextension, and the influence that can be expected

Exercise 5: Plot Activities on a Strategy Map

Exercise 5a: Work on Your Own Case

Guiding Questions In your own context:
How well accepted would the idea of planning broadly but measuring within your sphere of influence be? What types of strategies do you use – causal, persuasive, supportive? After tables have worked through these questions themselves, they can pose any questions that emerged in trying to think more practically about how Outcome Mapping would work in their context. We walk from table to table and answer questions. Feel free to look through the manual for ideas on process and facilitation

Conclusion and Evaluation of Day 3

Day 4:

Agenda for day 4

« The oft repeated and echoing question in Outcome Mapping « what or who needs to change? » raised us from being providers of development, achieving outputs, to actually believing we were agents of change. » Raj Verma, NEPED

Step 7: Organizational Practices
The things that you do as an organization to: foster creativity & innovation seek the best ways to assist your partners maintain your niche

Why Organizational Practices?
Important to how the program is going to function to effectively fulfill its mission Supporting change in its boundary partners requires that the program be able to change and adapt as well

8 Organizational Practices
Prospecting for new ideas, opportunities, & resources Seeking feedback from key informants Obtaining the support of your next highest power Assessing & (re)designing products, services, systems, and procedures

8 Organizational Practices
Checking up on those already served to add value Sharing your best wisdom with the world Experimenting to remain innovative Engaging in organizational reflection

Facilitation Question
? “What do you have to be doing in order to remain effective?”

Suggestions and Tips! This can be a difficult set of concepts to get across; frame it in terms of changes in behaviour internal to the organization Have the group think of the program as an organization in its own right

Exercise 6: Identify the Organizational Practices

Exercise 6a: Draw the 7 steps of Outcome Mapping

Organizational Practices
Overview of Stage 1 Evaluation Question: Are you with us? Organizational Practices

Stage 2: Outcome & Performance Monitoring

Outcome Mapping Monitoring
Systematic collection of data A regular learning & improvement cycle Encourages the program to challenge itself Collects & organizes, does not analyze data

Thierry Barreto-Fernandez West Africa Rural Foundation, Senegal
« Being busy creates a mindset that is not conducive to innovation and creativity. Without interaction, there is no innovation. Time to discuss, reflect, and generate new ideas is the ransom that outcome mapping demands for innovation. » Thierry Barreto-Fernandez West Africa Rural Foundation, Senegal

Step 8: Monitoring Priorities
Tempting to gather information on a whole range of issues but this is not practical Base priorities on intended use of intended users: Use(s) for findings and from process Improve performance through learning Help meet accountability/reporting requirements Supply information for planned evaluation Inform publicity documents, communication activities, or case-study materials

Monitoring Plan

Boundary Partner Program

Outcome Challenge & Progress Markers
Boundary Partner Program Outcome Challenge & Progress Markers

Strategies & Activities
Boundary Partner Program Strategies & Activities

Organizational Practices
Boundary Partner Program Organizational Practices

Boundary Partner Program Outcome Journal Strategy Journal Performance

Organizing Monitoring Meetings
Regular face-to-face meetings to record observed changes Filling out electronic data sheets on an on-going basis, then aggregating changes for entire program Interviews and/or focus groups with boundary partners

Step 9: Outcome Journal Uses progress markers to chart boundary partner`s progress Sets starting point or benchmark Captures details on changes in the boundary partner, contributing factors & actors, and sources of evidence

Outcome Journal Work Dating From/To:
Contributors to Monitoring Update: Outcome Challenge: Low = Medium = High = Expect to see: Who? LMH 1 2 3

Set Values for Low, Medium & High
Can capture either quantity or quality of change: Quantity (number of boundary partners) Quality (depth of change)

Baseline multiple individuals, groups or organizations in each boundary partner set identify each boundary partner’s starting point in terms of progress markers boundary partners may be at different stages of development individual change process can be captured over time

Step 10: Strategy Journal
Captures data on the strategies being employed to encourage change in the boundary partner Helps the program gauge its contributions to the achievement of outcomes and modify its actions accordingly Feeds into work planning & (modifications) or new activities

(How did it help the boundary partner?)
Strategy Journal Working Dating From/To: Contributors to Monitoring Update: Strategy to be Monitored: Effectiveness? (How did it help the boundary partner?) Outputs

Step 11: Performance Journal
Records data on how the program is operating as an organization to fulfill its mission Includes information on the program’s practices Feeds into work planning

Performance Journal Working Dating From/To:
Contributors to Monitoring Update: Practice 1: Prospecting for New Ideas, Opportunities, & Resources Example or Indicators: Sources of Evidence: Lessons: Practice 2: Seeking Feedback from Key Informants Example or Indicators: Sources of Evidence: Lessons:

Exercise 7 Identify your monitoring priorities (e. g
Exercise 7 Identify your monitoring priorities (e.g. work on your real case)

Stage 3: Evaluation Planning

« Evaluative thinking is a learned behaviour that you have to practice and improve at on an on-going basis! » Michael Quinn Patton

Step 12: Evaluation Plan A short description of the main planning elements of an evaluation study For Whom? What? Where? How? By Whom? When? How Much?

Elements of an Evaluation Plan

Setting Evaluation Priorities
Criteria with which to select include: Learning needs Reporting requirements Partners’ information needs

Guiding Principles for Evaluation
Balancing learning & accountability Action oriented Each study is unique Process not only product Build capacity at all levels through participation

« Not everything that counts can be counted
« Not everything that counts can be counted. And not everything that can be counted, counts. » Albert Einstein

An Evaluation of IMFNS Assessment of 1st phase
Wanted to measure human, community, & partnership elements of model forests Client acceptance of methodology essential OM provided a framework for the study

Evaluation Questions Who has IMFNS reached?
How have the behaviours of IMFNS`boundary partners changed? What has been the nature of IMFNS` interactions with its partners?

Process of the IMFNS Evaluation
Recreated planning framework in 1 day with IMFNS staff Developed progress markers for communities & goverment officials across the 5 sites Conducted a document review & key informant interviews Comparison of boundary partners across MF sites for analysis

Comparing Boundary Partners

Lessons from the IMFNS Study
Difficult to link what the Secretariat did with outcomes achieved without using cause-effect Boundary partners should have been involved in the development of the framework & analysis of data Should have included more analysis of organizational practices Did not study the relevance of boundary partners within their environment

A Self-Assessment of NEPED
Preparation for external evaluation Process Fred knew people and context prior to workshop Retrospectively built the framework (took 1.5 days including HML values) « Ah-ha » moment happened at end for some participants Organizing data collection (preliminary identification, collection and verification, analysis and writing report took another 1.5 days)

Lessons from the NEPED Study
Group dynamics (worked together well,willing to trust Fred, cooperative) Data (they had the data but it wasn`t organized) Preparation for external review (intended use) Relevance of work with state government (beyond trees, number of women involved, number of villages worked with) Could have had greater external participation (Gov`t of Nagaland, etc.)

Conclusion

Encouraging evaluative thinking throughout the P,M &E phases is a key to success
Assumptions about P, M &E in OM It`s collaborative It`s sharing credit OM designed around facilitated group planning and learning processes 3 stages; 12 steps (of a workshop) can be used as a whole system or separately with other tools and methods (examples of how its been used in 2 programms) Planning Stage - answers 4 questions: why? (vision); who? (who will the program work with directly to encourage change?); what? (what changes are being sought?); How? (What is the program to do to encourage change in its partners and in itself so that it remains relevant and effective?) Monitoring 1 – set priorities 2 – OM offers 3 data collection tools (journals) for capturing info on elements from the planning stage Based largely on self-assessment Eval Planning a useful eval process

Conclusion A system to think holistically & strategically about how to contribute maximally to development A method to articulate contributions to the development process through boundary partners Outcomes are changes in the behaviour, actions, and/or relationships of boundary partners An approach that encourages on-going learning, challenges, & improvement through M&E activities

Day 5:

Review of Day 4 & Evaluation Feedback

Agenda for Day 5

Practicum Activity 1: Development of a vision statement

Practicum Activity 2: Advocating the Use of Outcome Mapping Concepts in your Work Setting

Day 6:

Agenda for Day 6

Back to Work… How are you going to put your training in Outcome Mapping to use?

Practicum Activity 3: Planning Adaptations to Outcome Mapping

Were Your Expectations Met?

Evaluation of the Workshop In terms of the content and process, what should we keep, add, change?
Evaluation sheet is in the binder

Thank you! http://www.idrc.ca/evaluation
Evaluation sheet is in the binder

Day 1:. Day 1: Introduction Facilitators Expectations for the Workshop.

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Day 1:. Day 1: Introduction Facilitators Expectations for the Workshop.

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