Presented by Korapin Tohtubtiang at the Outcome Follow Up Meeting with the Vietnam EcoZD team, Ho Chi Minh City, May 28 - 29, 2012

1. 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

2. 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

3. The heart of EcoZD Participatory M&E
Why 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

4. Outcome Mapping
Source: Simone Hearn’s slides / Korapin Edited
for OM follow-up meeting, HCMC
www.outcomemapping.ca

5. 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

6. Focus of Outcome Mapping
Inputs Activities Outputs Outcomes Impacts
time
Outcome Mapping

7. Three key concepts in OM:
1. Sphere of influence
2. Boundary Partners
3. Changes in behaviour as
‘Outcomes’

9. 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

10. 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

11. Who are your boundary partners?
Programme
Beneficiaries
Stakeholders / partners
Boundary Partners

12. 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 my
goal is by yourself. limited power
my I have power to to influence
respon or change
change or make goal someone-
se happen www.outcomemapping.ca something

13. Why Outcome Mapping?
Project
proposal Beneficiaries
Farmer
People
consumer
Impact
Quality of Life
Partners Healthy
OUTPUTS
activities Food Safety
1-3 yrs
•Reports
•Present research paper Not
• Communicate findings
to communities.
success
• Number of #...... Project
closed

14. Result chain & OM thinking: EcoZD framework
Inputs Activities Outputs Outcomes
ILRI Project *Research • Knowledge
Activities findings base policy
*Training *Academic • Improved
Partners
*Data Journal Capacity
collection • Prevention &
*Data control of
Analysis ZEIDs
• ???
Impacts
*Healthier society
*In Full Control of ZEIDs

15. 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

16. EcoZD OM application VDC &
CC
Research
Associates Group of
EHRC CAM villagers
Layer 2 CHI
CMU
KKN
Students Layer 1 SH
EHRC Owners
ILRI JTV
UGM
Village
leaders IND LAO BPs
VTN
Rabies
Cadres BPs

17. 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
training
Research Activities : Activities for BPs: (Strategy Map)
1) Retrospective study 1) Informal visits & discussion
2) Literature reviews 2) Training & workshop & technical supervision
3) Cross-sectional study 3) Develop good practices manual
4) Questionnaire survey
4) Encourage BPs through media, PR
5) In-depth animal survey
5) Help sustain BPs work, network
6) Lab analysis
7) Data analysis

19. Step 1: Vision
improved human, social, & environmental wellbeing

20. 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.

21. Step 2: Mission
The mission is that “bite” of the
vision statement on which the
program is going to focus.

22. Mission
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.

23. 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.

24. 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’

25. 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.

26. Step 5: Progress Markers
***Progress Markers are changes associated
WITH a Boundary Partner***
Love to see
(Deep transformation)
Like to see
(Active engagement)
Expect to see
(Early positive responses)

27. Progress Markers
Expect to see pig traders who:
1. Recognize and provide continual support to project
activities i.e. training, workshop
2. 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.

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

29. Step 6: Strategy Maps
Causal Persuasive Supportive
I
E

30. Strategy Map
Strategies 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

31. Strategy Map
Strategies to change working environment of BPs
Causal Persuasive Supportive
E 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

32. 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

33. Organisational Practices
Processes of obtaining information about
the program’s performance and system
transformation as a basis for learning
Earl, et al, 2001

34. Three kinds of monitoring information
Program Partner
Strategies
relevance & viability outcomes
(actions of the program) (behaviour changes in the
Performance Journal partners)
implementation Outcome Journal
(interventions by the program)
Strategy Journal

36. Outcome Journal – data collection sheet
Outcome Journal : Data collection sheet
BP: Slaughter House Owners
Date of Monitoring Meeting
Working 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 PMs
Expect to see SH Owners who:
1. Understand current situation of their SLH I-1.1
2. Realise the necessity for improvement I-1.1, I-2.2
3. Are willing to improve their SH.
Like to see SH Owners who:
4. Cooperate with associated government officials I-2.2
to improve their SH.
5. Undertake to continuously improve their SH.
Love to see SH Owners who:
6. Sustain good functioning of SH in terms of
hygiene
7. Disseminate knowledge and best practices to
other SH owners and communities.
Next monitoring meeting

37. Strategy Journal – data collection sheet
Strategy Journal: data collection sheet
Date of Monitoring Meeting
(DD/MM/YYYY):
Working period (from/to):
Contributors to Strategy
journal’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

38. Performance Journal – data collection sheet
Performance Journal: Data Collection Sheet
Key concept: to help the project remains efficient, effective, relevant, and sustainable.
EHRC CMU
Date of Monitoring Meeting 16th March 2012
Contributors to Performance journal’s recording:
Activity which reflects Organisational Practices: Leadership allocation
How? Description of activity:
Allocation of ownership through an agreement on budget management. This encourages ownership and more efficient cooperation with other
faculties.
Working Period from
Which practices do this activity reflect?
Practice 3, 4, 8
What are lessons learned?
Date of Next monitoring meeting:
Notes:
Practice 1. Prospecting for New Ideas, Opportunities, and resources
Actions which help fulfill the team’s mission
Practice 2. Seeking Feedbacks from Key Informants
Key informants mean those who have expertise in relevant fields (may not involve directly with the project) – can benefit the work between you and your
partner. Should be the persons who are willing to give honest feedbacks or comments.
Practice 3. Obtaining the Support of Your Next Highest Power
Thinking in an organizational environment: actions to obtain chances for your supervisors’s (or management level) support and also involve them to
strengthen their ownership and commitment
Practice 4. Assessing and (Re)designing Products, Services, Systems, and Procedures
Monitor & modification – on going process to ensure products, services, systems, and procedures meet emerging needs and demands
Practice 5. Checking Up on those Already Served to Add Value
Constantly checking with BP for feedbacks regarding things project already provided – extract lessons learn and feed them to new work
Practice 6. Sharing You Best Wisdom With the World
Share with internal & external colleagues and networks
Practice 7. Experimenting to Remain Innovative
Explore new directions, tools, and partnerships – including consulting those not normally consulted. Think out of the box.
Practice 8. Engaging in Organisational Reflection
Reflect on project’s performance, direction, resource allocation etc. View every activity as lessons/ opportunity to learn.

39. 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