Funded by: Swiss Agency for Development and Cooperation (SDC)

Livelihood Improvement Program Rustaq District /
Takhar Province (LIPTP) in Afghanistan
Phase-2 (April 2010 to March 2012)
Funded by: Swiss Agency for Development
and Cooperation (SDC)
p 1

The challenge of monitoring Livelihood
Logframe and Result Based monitoring was judged not
suitable
There was no question to reinventing the wheel and
adding more confusion to the multiple approaches and
methodologies
After various assessments or choice was an adapted
and simplified version of Outcome Mapping LIPTs
methodological framework
LIPT is working with two methodological set ups:
The livelihood framework and approach as analytical toolbox
Outcome Mapping as additional PCM tool
p 2

What is Outcome Mapping (OM)
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
Focus on actors who will drive and maintain the changes-Boundary
partners
Sets out a pathway of change with markers-Progress Markers
Recognizes boundaries of influence
An approach that encourages on-going learning, challenges, &
improvement through M&E activities
p 3

Primary uses of Outcome mapping
PLANNING
clarify intentions
MONITORING
track program performance
& partners’ progress
EVALUATION
design & conduct a useoriented
evaluation
p 4

Intentional design:
1. Vision- which person ,group or organization should do somethings
different? What would be ideal?
2. Mission-Who are we and what can we contribute to the vision?
3. Boundary Partners-With whom will the project work directly?
4. Outcome challenges- How would the boundary partner be behaving
in order to contribute ideally to the vision
5. Progess Markers- What milestones would be reached as the
boundary parners moves toward the intended role in contributing to
the vision?
6. Strategy Map- Which are our strategies to contribute to the
achievement of the outcome challenge of a boundary partner?
7. Organizational Practices- What does the project needs to do, in
order to remain effective?
p 5

Why Outcome Mapping focuses on behavioural changes?
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
p 6

p 7

PUTTING OM INTO PRACTICE
1 stages and 7 steps
In Livelihood Improvement Program Rustaq District /
Takhar Province
p 8

Five reasons to chose Outcome Mapping for project planning and monitoring
The originality of OM is to shift away from assessing the direct products of a program
and focus on changes in behaviour.
LIPT is convinced that development is accomplished through changes in the behaviour of
people. We focus on changes in people’s livelihood strategies such as health behaviours
and agricultural practices.
OM articulates contributions to the development process through boundary partners.
LIPT, for various reasons ( sustainability, cultural acceptance, etc. ) was working already
during phase I with and through partners such as female community health workers, farmer
groups and cooperatives and community councils (shuras)
OM recognizes the complexity of development processes together with the contexts
in which they occur.
This fits perfectly in LIPTs holistic livelihood approach. Since the conception phase, LIPT
analyses an follows up the broader context in which the rural households have to build their
livelihood/survival strategies.
OM’s flexibility encourages and guides innovation and risk-taking
LIPTs interventions are based on Innovation and research, convinced that presenting
innovations will open new livelihood options for people (eg. Beekeeping; solar dryer)
OM recognizes various contributions to the achievement of outcomes
LIPT works jointly with partners such as Cooperatives and Caf/MoPH, etc.
p 9

Step 1 Vision
Village shuras, farmer groups, producer associations, have
proactively contributed to improve the well being of Rustaq’s rural
households. Increased livelihood assets have opened them new,
interesting and culturally acceptable livelihood options. Households
and communities have taken up these opportunities and developed
alternative farming pattern and health behaviours and practices.
The exposure to the extreme vulnerability prevailing today has been
mitigated; food security and health status of women and children
have improved. Globally this has led to weaken some of the major
threats on social wellbeing such as early marriage of girls, the
practice of muzdur children and “forced” migration of head of
households.
p 10

Step 2 Mission
The project will build capacities and provide support to boundary
partners (community health workers, village shuras and producer
associations) to bring them at a stage were they are in a position to
play a major role in the accomplishment of the project’s vision. These
partners will interact among themselves and will be linked to outside
resources and support.
p 11

Step 3 Boundary partners
I. Female community health workers - CHW
II Producer cooperatives & Farmer groups
III Village shuras (councils)
p 12

Step 4. Outcome challenges for peoples Livelihood strategies
to be achieved through LIPT’s three boundary partners
Outcome challenge: For Beekeeing Cooperative:
The Sadoqat beekeeper cooperative set up during phase I has
reached its full strength and independence. Sadoqat serves as
model for 2 more producer/processing cooperatives.
p 13

Step 5. Progress Marker for Beekeeper Cooperative
EXPECT TO SEE
Minimum
outcomes
Baseline
2010
Means of
verification
Target 2012
2.1.
1
The fully
independent
Sadoqat beekeeper
cooperative provides
services such as
training, procurement
and marketing
for members.
A registered
beekeeper
cooperative
with 95
members
exists.
Proceedings and
feedback from
general assembly
Fully independent.
LIPT withdraws in year II
Sadoqat serves as model for
newly to be set up
cooperatives
2.1.
2
Sadoqat members
have acquired
knowledge of
organic beekeeping.
management of
colonies &
diversified bee
products
95
beekeepers
manage 400
colonies
producing
3’500 kg of
honey
Annual report of
beekeeping of
cooperatives
225 beekeepers with up to
2’000 colonies [1]
Average revenue 750 USD/yr
Global production 30 tons
p 14

Step 5. Progress Marker for Beekeeper Cooperative
LIKE TO SEE Additional
outcomes
Baseline 2010
Means of
verificati
on
Target 2012
2.2.1
Beekeeper cooperative has
established national and
international network and
benefits from outside
technical and marketing
support
All such external
contacts are
managed by
LIPT
Proceedings
from
general
assembly
and
quarterly
report
Has to set by
cooperative,
but LIPT
facilitated at
least one
contact.
2.2.2
Sadoqat’s experience is
documented and serves
as model . Their leader
are providing support to
other emerging
cooperatives
No publication no
external
activities
Publication
Activity report
Sadoqat
One publication,
incl. lessons
learnt and
guidelines for
setting up
producer
cooperative.
p 15

Step 5. Progress Marker for Beekeeper Cooperative
LOVE TO SEE
Ideal Outcomes
Baseline 2010
Means of
verification
Target 2012
2.3.1
Sadoqat is
producing organic
honey capable to
stand international
certification
Actual treatment of
Varoa is ok but
imported from
Switzerland
Test in Swiss Lab
Beekeeping
research station
Liebefeld
Use of local
treatment
“acid
oxylique).
One test made
p 16

Step 6 Strategy Maps
INDIVIDUAL
Directly
aimed for
the
cooperativ
es
ENVIRONM
ENT
CASUAL
Boundary partner Beekeeping Cooperatives
IC.1Additional training in Cooperative
management for Sadoqat
beekeeper cooperative and
negotiate the withdrawal of LIPT
in year II (phase out).
PERSUASIVE & SUPPORTIVE
IP.1Organize exposure visit to farmer
cooperative in Taloqa
IP.2 Continued quality control of
products, assist cooperatives for
labelling, packaging and marketing.
EP.1 Create a platform for exchange and
mutual learning for the 3 cooperatives
and for the farmer groups.
EP.2 Document lessons learnt and share
with partners such as Taloqan
Development Forum and SDC
livelihood platform
p 17

Step 7 Organizational Practies
1. Focus of phase II lies in
institution building
The LIPT team has to be trained on this issue, and
withdraw whenever possible from direct intervention,
but work through LIPTs designed boundary partners.
p 18

Thank you,
Tashakkur!
Outcome comunity, you can be mambers and part of
discussion to learn more in following web page:
www.outcomemapping.ca
p 19