application of outcome mapping - participatory monitoring and evaluation for ecozd
DESCRIPTION
Presented by Korapin Tohtubtiang at the Outcome Follow Up Meeting with the Vietnam EcoZD team, Ho Chi Minh City, May 28 - 29, 2012TRANSCRIPT
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