Application of Outcome Mapping Participatory M&E for EcoZD

International Livestock Research Institute (ILRI)

Source: Simone Hearn’s slides / edited by Korapin Tohtubtiang for OM follow-up meeting, HCMC

Session Layout

• The heart of EcoZD PM&E

• OM: Concepts and Process

• Identification of Boundary Partner

28 May 2012 : OM Layer 2

• Outcome Challenge Statement & Progress Markers

• Develop Strategy Map

• Summary & reflections

The heart of EcoZD Participatory M&E

• EcoHealth Capacity Building

• Increase Ownership & Sustainability

• Organisational Capacity Development Your own organisation: Self-assessment –

constantly learning & adapting Boundary Partners’ Org.

Why are we doing this??? ***Learning process, not conventional M&E***

Outcome Mapping

Source: Simone Hearn’s slides / Korapin Edited for OM follow-up meeting, HCMC

Brief definition of OM

• A participatory method for planning, monitoring and evaluation

• Focused on changes in behaviour of those with whom the project or program works

• Oriented towards social & organizational learning

Focus of Outcome Mapping

Outcome Mapping

Local partners ownership increases

Program influence decreases

Inputs Activities Outputs Outcomes Impacts

time

Three key concepts in OM:

1. Sphere of influence

2. Boundary Partners

3. Changes in behaviour as ‘Outcomes’

There is a limit to our influence

Project Partners Beneficiaries

Sphere of control

Sphere of influence Sphere of interest

operational environment

Relationships & Interactions

social, economical, environmental states &

trends

There is a limit to our influence

Inputs, activities, outputs

Outcomes: Changes in behavior

Impact: Changes in state

Sphere of control

Sphere of influence Sphere of interest

operational environment

Relationships & Interactions

social, economical, environmental states &

trends

Who are your boundary partners?

Programme

Beneficiaries

Stakeholders / partners

Boundary Partners

Goal

I have power to change or make goal

happen

My action plan is rational, strategic ,

cause - effect

Goal

Join me/work with me/ we have

more power

Act.1

Act.2 Act.3

outcomeI, myself, will change

gradually in capability / behavior/mindset .. ,

all depends on my decision, my intention

My goal is increase your capability, encourage you to change your behavior

by yourself.

The goal is my response,

I want it

The goal is

my respon

se

LF vs OM

I realized that my

limited power to influence or change someone-

something

Project proposal Beneficiaries

FarmerPeopleconsumer

Partners activities

ImpactQuality of Life

HealthyFood SafetyOUTPUTS

1-3 yrs

Project closed

Not succes

s

•Reports•Present research paper• Communicate findings to communities.• Number of #......

Why Outcome Mapping?

Result chain & OM thinking: EcoZD framework

Inputs Activities Outputs Outcomes

Impacts

ILRI

Partners

Project Activities*Training *Data collection*Data Analysis

*Research findings*Academic Journal

• Knowledge base policy

• Improved Capacity

• Prevention & control of ZEIDs

• ???

*Healthier society*In Full Control of ZEIDs

Application of OM: the in-between process

Outputs

*Research findings*Academic journal

Outcome = Changes

Changes in personal (behaviour/ practices) & Org. levels (regulations, rules)

PME – ownership - sustainability

Constantly learn & adaptive management

Outcomes

• Policy makers adopt the findings

• Positive changes in hygienic practices

• Researchers have better skills in EID risk assessment

Impacts

Contribute to(not attribute)

EcoZD OM application

CAMEHRCCMU CHI

LAOIND

EHRCUGM JTV

VTN

ILRI

Village leaders

Rabies Cadres BPs

Research Associates

BPs

SH Owners

Group of villagers

VDC & CC

KKN Students Layer 1

Layer 2

Pig traders

Good management of ZEID which

contributes to healthier

communities

BPs

Vietnam team

Research Activities :1) Retrospective study2) Literature reviews3) Cross-sectional study 4) Questionnaire survey5) In-depth animal survey6) Lab analysis 7) Data analysis

Activities for BPs: (Strategy Map)1) Informal visits & discussion2) Training & workshop & technical supervision3) Develop good practices manual4) Encourage BPs through media, PR5) Help sustain BPs work, network

Outcome challenge : Pig traders actively involve in training regarding the surveillance of diseases. They understand risk and prevention of prioritised ZEIDs. They are able to minimise risk by changing their practices and collaborative well in providing useful information.

Actively involved in

training

Understand risk &

prevention

xxxxx

xxxxxxx

xxxxxxx

Progress m

arkers

OM explains…

Step 1: Vision

improved human, social, & environmental wellbeing

Vision

Successful prevention & control of ZEIDs has been achieved in Vietnam. Through strong collaboration between public health and animal health personnel, knowledge based policy has become mainstream approach to sustainably deal with ZEIDs. Therefore, this contributes to healthier communities throughout the country.

Successful prevention & control of ZEIDs has been achieved in Vietnam. Through strong collaboration between public health and animal health personnel, knowledge based policy has become mainstream approach to sustainably deal with ZEIDs. Therefore, this contributes to healthier communities throughout the country.

Step 2: Mission

The mission is that “bite” of the vision statement on which the

program is going to focus.

MissionIn support of its vision, Vietnam team takes an Ecohealth approach to undertake research, capacity building, and communication so as to better prevent, control, and manage the prioritized zoonoses in targeted areas. The team communicates the findings and develops capacity of Boundary Partners who have significant roles in the management of ZEIDs.

In support of its vision, Vietnam team takes an Ecohealth approach to undertake research, capacity building, and communication so as to better prevent, control, and manage the prioritized zoonoses in targeted areas. The team communicates the findings and develops capacity of Boundary Partners who have significant roles in the management of ZEIDs.

Step 3: Boundary Partners

Those individuals, groups, & organizations with whom a program interacts directly to effect change & with whom the program can anticipate some opportunities for influence.

Step 4: Outcome Challenge

• Describes how one BP is contributing maximally to the vision.

• Sets out the ideal actions, relationships & activities

• A cluster of ‘Love to see’

Outcome Challenge Statement

Pig traders actively collaborate in prevention & control of zoonotic diseases. They are well aware of risk factors and are able to improve their practices to prevent diseases transmission. They can sustain their improved practices and disseminate information on good practices. Thus, establish a strong network of traders who contribute greatly to prevention & control of zoonotic diseases.

Pig traders actively collaborate in prevention & control of zoonotic diseases. They are well aware of risk factors and are able to improve their practices to prevent diseases transmission. They can sustain their improved practices and disseminate information on good practices. Thus, establish a strong network of traders who contribute greatly to prevention & control of zoonotic diseases.

(Deep transformation)

(Active engagement)

(Early positive responses)

Love to see

Like to see

Expect to see

Step 5: Progress Markers***Progress Markers are changes associated WITH a Boundary Partner***

Progress MarkersExpect to see pig traders who:1. Recognize and provide continual support to project

activities i.e. training, workshop2. Understand the risk and prevention of prioritised zoonotic

diseases. 3. Understand how to reduce risk and able to improve their

practices.

Like to see pig traders who: 4. Sustain their improved practices and regularly record necessary information.5. Are able to disseminate their knowledge and good practices to other pig traders who are not among BPs.

Progress Markers

Love to see pig traders who: 6. Can set up representatives or committee to ensure & monitor sustainability of good practices

Step 6: Strategy MapsCausal

Persuasive

Supportive

I

E

Strategy Map

Causal Persuasive Supportive

I-1.1 I-2.1 Informal field visits

I-2.2 Training regarding risk factors, prevention & control

I-3.1 Develop good practices manual

I-3.2 Provide support & knowledge transfer to sustain good practices after project ends

Strategies for Individual – aiming for BPs

Strategy Map

Causal Persuasive SupportiveE E-1.1 E-2.1 Provide

public awareness materials E-2.2 Communication- Local news radio- Flyer, poster- Oral presentation

E-3.1 Encourage networking of pig traders on prevention & control of prioritised zoonotic diseases.

Strategies to change working environment of BPs

Step 7: Organisational Practices

1. Prospecting for new ideas, opportunities, and resources

2. Seeking feedback from key informants

3. Obtaining the support of your next highest power

4. Assessing and (re)designing products, services, systems, and procedures

5. Checking up on those already served to add value

6. Sharing your best wisdom with the world

7. Experimenting to remain innovative

8. Engaging in organizational reflection

Organisational Practices

Processes of obtaining information about the program’s performance and system transformation as a basis for learning

Earl, et al, 2001

Three kinds of monitoring information

Program Partner

outcomes(behaviour changes in the partners)Outcome Journalimplementation

(interventions by the program)Strategy Journal

relevance & viability(actions of the program)Performance Journal

Strategies

To be finalised:• Boundary Partner:

• Number of BPs• Outcome Challenge Statement &

Progress Markers• Strategies:

• Plan strategies• Prioritise Strategies to be

implemented & monitored• How activity will be conducted?

• Timeline • Budget