***the whole process values learning***- EcoHealth capacity building = promote the application of EH in research, participatory approach with BPsOrg. capacity = learn from lessons/ practices keep improving strategies planning for new thingsPartners’ org. = understand the goal together, feel the need to improvement Ownership of programme create Sustainability***empowerment + ownership sustainability***
Slide is Simone Hearn’s belonging.Weeraboon edited for introducing OM to ILRI meeting, 28-29 July 2011 at Vientiane, Lao
Examples of ‘super heroes’ Emphasise the nature of Logframe that think in a linear way and assume ‘causal relationship’ of implementing activities and then achieve expected outputs/ outcomes
This slide should explain: *** point out that this results chains merely illustrate a simplified process in reality project process in NON LINEAR***Why OM can capture ‘outcomes’ which are described as changesContribution not attribution Emphasise mutual learning and adapting***
- The ‘in-between’ process of LearningTypes of changes we are looking for The interaction between you and your partners encourage participation/ ownership/ sustainabilityExamples of outcomes consequences of our interaction with partnersContribution not attribution
To evaluate achievement – a more quantitative/ less subjective wayCategorise the practices which represent H/M/L examples PM 3Describe a more hygienic practice consists of? Try to group it!
Application of outcome mapping - Participatory monitoring and evaluation for EcoZD
Application of Outcome MappingParticipatory M&E for EcoZDInternational Livestock Research Institute (ILRI) Source: Simone Hearn’s slides / edited by Korapin Tohtubtiang for OM follow-up meeting, HCMC
Session Layout 28 May 2012 : OM Layer 2• The heart of EcoZD PM&E• OM: Concepts and Process• Identification of Boundary Partner• Outcome Challenge Statement & Progress Markers• Develop Strategy Map• Summary & reflections
The heart of EcoZD Participatory M&EWhy are we doing this??? ***Learning process, not conventional M&E*** • EcoHealth Capacity Building • Organisational Capacity Development Your own organisation: Self-assessment – constantly learning & adapting Boundary Partners’ Org. • Increase Ownership & Sustainability
Outcome Mapping Source: Simone Hearn’s slides / Korapin Edited for OM follow-up meeting, HCMC www.outcomemapping.ca
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 MappingInputs Activities Outputs Outcomes Impacts time Outcome Mapping
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 Sphere of Sphere of interest control influence operational Relationships & social, economical,environment Interactions environmental states & trends
There is a limit to our influence Inputs, Outcomes: Impact: activities, Changes in Changes in outputs behavior state Sphere of Sphere of Sphere of interest control influence operational Relationships & social, economical,environment Interactions environmental states & trends
Who are your boundary partners?Programme Beneficiaries Stakeholders / partners Boundary Partners
LF vs OM Goal Goal I, myself, will change gradually in capability / outcome behavior/mindset .. , all depends on my decision, my intention Join The goal is me/work Act.2 my response, Act.3 with me/ I want it we have Act.1 more power My action plan is My goal is increase your rational, strategic , capability, encourage you I realized The cause - effect to change your behavior that mygoal is by yourself. limited power my I have power to to influencerespon or change change or make goal someone- se happen www.outcomemapping.ca something
Why Outcome Mapping? Projectproposal Beneficiaries Farmer People consumer Impact Quality of LifePartners Healthy OUTPUTSactivities Food Safety 1-3 yrs •Reports •Present research paper Not • Communicate findings to communities. success • Number of #...... Project closed
Result chain & OM thinking: EcoZD framework Inputs Activities Outputs OutcomesILRI Project *Research • Knowledge Activities findings base policy *Training *Academic • ImprovedPartners *Data Journal Capacity collection • Prevention & *Data control of Analysis ZEIDs • ??? Impacts *Healthier society *In Full Control of ZEIDs
Application of OM: the in-between process Outputs Outcomes Outcome = Changes *Research • Policy makers adopt Changes in personal findings the findings (behaviour/ practices) & *Academic Org. levels • Positive changes in journal (regulations, rules) hygienic practices PME – ownership - • Researchers have sustainability better skills in EID Constantly learn & risk assessment adaptive management Contribute to (not attribute) Impacts
EcoZD OM application VDC & CC Research Associates Group of EHRC CAM villagers Layer 2 CHI CMU KKNStudents Layer 1 SH EHRC Owners ILRI JTV UGM Village leaders IND LAO BPs VTN Rabies Cadres BPs
OM explains… Outcome challenge : Pig traders Good management of actively involve in training ZEID which regarding the surveillance of contributes to diseases. They understand risk healthier and prevention of prioritised communities ZEIDs. They are able to minimise xxxxxxx risk by changing their practices Pig traders and collaborative well in providing xxxxxxx useful information. Understand xxxxx Vietnam team risk & Actively prevention BPs involved in trainingResearch Activities : Activities for BPs: (Strategy Map)1) Retrospective study 1) Informal visits & discussion2) Literature reviews 2) Training & workshop & technical supervision3) Cross-sectional study 3) Develop good practices manual4) Questionnaire survey 4) Encourage BPs through media, PR5) In-depth animal survey 5) Help sustain BPs work, network6) Lab analysis7) Data analysis
VisionSuccessful prevention & control ofZEIDs has been achieved in Vietnam.Through strong collaboration betweenpublic health and animal healthpersonnel, knowledge based policyhas become mainstream approach tosustainably deal with ZEIDs.Therefore, this contributes to healthiercommunities throughout the country.
Step 2: MissionThe mission is that “bite” of thevision statement on which the program is going to focus.
MissionIn support of its vision, Vietnam teamtakes an Ecohealth approach toundertake research, capacity building,and communication so as to betterprevent, control, and manage theprioritized zoonoses in targeted areas.The team communicates the findingsand develops capacity of BoundaryPartners who have significant roles inthe management of ZEIDs.
Step 3: Boundary PartnersThose individuals, groups, &organizations with whom a programinteracts directly to effect change &with whom the program can anticipatesome 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 StatementPig traders actively collaborate in prevention& control of zoonotic diseases. They are wellaware of risk factors and are able to improvetheir practices to prevent diseasestransmission. They can sustain theirimproved practices and disseminateinformation on good practices. Thus,establish a strong network of traders whocontribute greatly to prevention & control ofzoonotic diseases.
Step 5: Progress Markers***Progress Markers are changes associatedWITH a Boundary Partner*** Love to see (Deep transformation) Like to see (Active engagement) Expect to see (Early positive responses)
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 recordnecessary information.5. Are able to disseminate their knowledge and goodpractices to other pig traders who are not among BPs.
Progress MarkersLove to see pig traders who:6. Can set up representatives or committee to ensure &monitor sustainability of good practices
Strategy MapStrategies for Individual – aiming for BPs Causal Persuasive Supportive I-1.1 I-2.1 Informal field I-3.1 Develop good visits practices manual I-2.2 Training regarding I-3.2 Provide support risk factors, prevention & knowledge transfer & control to sustain good practices after project ends
Strategy MapStrategies to change working environment of BPs Causal Persuasive SupportiveE E-1.1 E-2.1 Provide E-3.1 Encourage public awareness networking of pig materials traders on E-2.2 prevention & control Communication of prioritised zoonotic diseases. - Local news radio - Flyer, poster - Oral presentation
Step 7: Organisational Practices1. Prospecting for new ideas, opportunities, and resources2. Seeking feedback from key informants3. Obtaining the support of your next highest power4. Assessing and (re)designing products, services, systems, and procedures5. Checking up on those already served to add value6. Sharing your best wisdom with the world7. Experimenting to remain innovative8. Engaging in organizational reflection
Organisational PracticesProcesses of obtaining information aboutthe program’s performance and systemtransformation as a basis for learning Earl, et al, 2001
Three kinds of monitoring information Program Partner Strategiesrelevance & viability outcomes(actions of the program) (behaviour changes in thePerformance Journal partners) implementation Outcome Journal (interventions by the program) Strategy Journal
Outcome Journal – data collection sheetOutcome Journal : Data collection sheetBP: Slaughter House OwnersDate of Monitoring MeetingWorking Period (from/ to)Participants Names: Organisations: 1.Recorded by:Progress Markers Evaluate Description of changes Support Strategies to Achieveme (Remarkable changes/ how/ Documents/ enhance nt who/ how many…) Evidences achievement L/ M/ H of PMsExpect to see SH Owners who:1. Understand current situation of their SLH I-1.12. Realise the necessity for improvement I-1.1, I-2.23. Are willing to improve their SH.Like to see SH Owners who:4. Cooperate with associated government officials I-2.2to improve their SH.5. Undertake to continuously improve their SH.Love to see SH Owners who:6. Sustain good functioning of SH in terms ofhygiene7. Disseminate knowledge and best practices toother SH owners and communities.Next monitoring meeting
Strategy Journal – data collection sheetStrategy Journal: data collection sheetDate of Monitoring Meeting(DD/MM/YYYY):Working period (from/to):Contributors to Strategyjournal’s recording:Strategy/ Activities: How well the strategy influenced BP’s changes towards(Description, when, what, how) achievement of Progress markers?Outputs from the activities Success stories:Required follow-up / changes Lesson Learned:Next monitoring meeting
Performance Journal – data collection sheetPerformance Journal: Data Collection SheetKey concept: to help the project remains efficient, effective, relevant, and sustainable.EHRC CMUDate of Monitoring Meeting 16th March 2012Contributors to Performance journal’s recording:Activity which reflects Organisational Practices: Leadership allocationHow? Description of activity:Allocation of ownership through an agreement on budget management. This encourages ownership and more efficient cooperation with otherfaculties.Working Period fromWhich practices do this activity reflect?Practice 3, 4, 8What are lessons learned?Date of Next monitoring meeting:Notes:Practice 1. Prospecting for New Ideas, Opportunities, and resourcesActions which help fulfill the team’s missionPractice 2. Seeking Feedbacks from Key InformantsKey informants mean those who have expertise in relevant fields (may not involve directly with the project) – can benefit the work between you and yourpartner. Should be the persons who are willing to give honest feedbacks or comments.Practice 3. Obtaining the Support of Your Next Highest PowerThinking in an organizational environment: actions to obtain chances for your supervisors’s (or management level) support and also involve them tostrengthen their ownership and commitmentPractice 4. Assessing and (Re)designing Products, Services, Systems, and ProceduresMonitor & modification – on going process to ensure products, services, systems, and procedures meet emerging needs and demandsPractice 5. Checking Up on those Already Served to Add ValueConstantly checking with BP for feedbacks regarding things project already provided – extract lessons learn and feed them to new workPractice 6. Sharing You Best Wisdom With the WorldShare with internal & external colleagues and networksPractice 7. Experimenting to Remain InnovativeExplore new directions, tools, and partnerships – including consulting those not normally consulted. Think out of the box.Practice 8. Engaging in Organisational ReflectionReflect on project’s performance, direction, resource allocation etc. View every activity as lessons/ opportunity to learn.
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