One Health evaluation of brucellosis control in Kazakhstan

Brucellosis is one of the main livestock disease risks in Kazakhstan. It’s been endemic there since 1930, accounting for over 1300 human cases per annum. The economic loss was 45 million USD in 2015 alone. Since 1952, Kazakhstan has implemented various control strategies with little success. One Health approaches have been suggested to tackle brucellosis, however, there is a lack of evidence for best practices to operationalise One Health in the literature, and methods for implementation are not established. The intention of this study was to introduce the One Health approach during the evaluation phase of the policy cycle. A two-day workshop was organized by the authors to familiarize participants with the evaluation methodology. Twenty-one specialists representing veterinary and public health sector, together with researchers, took part in this study. For two weeks following the workshop, first author conducted individual interviews with workshop participants to obtain individual scorings to assess knowledge integration capacity (One Health-ness). The evaluation results show that there is a lack of knowledge about the perceived damage caused by brucellosis to animal owners and other stakeholders. There is insufficient data available about farmers’ practices, interests and motivations, and also data is missing for important transmission processes such as the amount of unsafe dairy consumption. The absence of such data illustrates the extent of the uncertainty to which decision-makers are exposed despite well-elaborated transmission models and supports the importance of co-producing solutions with participatory methods. The results suggest the need for broader involvement of stakeholders. Outputs of this study could help navigate the initial stages of One Health operationalization.

1.1 Your name and title 1.2 Date, location 1.3 To which institution are you affiliated?
1.4 What is your current position?1.5 Please state your email and phone contacts?1.6 What is the title or name of the project or initiative that you are working in?1.7 Where does this initiative take place (country, district, city)?1.8 What is your role in this initiative?1.9 What would you consider your key contribution to this initiative?2.3 Please describe the processes that affect the problem in the specific context in which your initiative is embedded.Please describe relevant physical relationships as well as governance and decision making processes.2.4 Please describe relevant stakeholders and actors who affect, are affected by, or perceive themselves to be affected by this problem and the relationships that influence it.Please focus on important societal groups, institutions or organizations.Please consider as stakeholders those individuals or institutions that affect or are affected by the problem that the initiative addresses.Actors are a subset of the stakeholders, who affect the problem that the initiative addresses.In contrast to team members, they represent the interests and perspectives of societal groups and institutions rather than acting under the direction of the project or program managers of the initiative.

What are the overall objectives of the initiative?
This question refers to the immediate outputs and outcomes that your initiative aspires to achieve.2.6 How would achieving the initiatives' objectives lead to wider impacts?This question refers to the initiative's theory of change, i.e. the mechanisms by which the initiatives' outputs and outcomes translate into wider impacts beyond the initiatives' control to resolve the shortcoming or gaps that it addresses.

2.7
How do you measure the success of your initiative?This question refers to the initiative's criteria of success - how you judge that you have achieved your objectives.2.8 What do you consider the most important benefits / accomplishments of this initiative?This question refers to accomplishments of the initiatives' process, outcomes and impacts up to date.It serves to complement or contrast with the envisioned / intended objectives.It refers both to process, expected outcomes as measured by the criteria of success, impacts as specified in the theory of change, and unintended or unexpected consequences.Please provide only observed benefits.Please do not provide planned benefits that are not completed or have not been operational long enough to provide observed benefits.2.9 What do you consider the most important challenges / shortcomings of this initiative?This question refers to shortcomings of the initiatives' process, outcomes and impacts up to date.It serves to complement or contrast with the envisioned / intended objectives.It refers both to shortcomings of process, expected outcomes as measured by the criteria of success, impacts as specified in the theory of change, and unintended or unexpected consequences.Please provide only observed benefits.Please do not provide planned benefits that are not completed or have not been operational long enough to provide observed benefits.1).Consider the theory of change.What is the initiative aiming to have an impact on?And which dimensions may support or limit the outcomes and impacts of the initiative?
Please use column 4 to list the ACTORS and STAKEHOLDERS (individuals, groups, or institutions that affect, or are affected by the system that the initiative targets), that are involved in the initiative and relevant for achieving each objective.Please consider representatives of different academic disciplines, societal sectors, governmental or corporate organizations, for--profit or non-profit institutions and interest groups, as well as the general public as potential stakeholders.
Please use column 5 of Table 1 (next pages) to score how strongly it would affect the impacts of the initiative on the addressed problem, if any particular objective was excluded?Please score on a scale from "no relevance" to "essential".Please use column 6 of Table 1 (next pages) to score how strongly the problem is affected by each dimension?Please score on a scale from "no relevance" to "essential".Please use column 7 of Table 1 (next pages) to score how well the importance of each dimension in the initiative matches the degree that the problem is affected by the dimension?This question aims at scoring the match between the initiative and the system within which it operates.Please consider the scores from columns five and six to assess the match and score on a scale from "no match" to "perfect match".no opportunities for self--assessment and reflection informal ad hoc opportunities for internal dialogue, feedback and reflection structured process for internal dialogue, feedback and reflection structured process for internal dialogue and feedback that requires team members and stakeholders to personally experience and take perspectives that are different from one's own (e.g.temporary role changes, joint field work etc.) don't know / NA 4.4 How flexible is the initiative's execution and timeline to respond to internal or external changes in the short--, mid--, and long term?
This question refers to opportunities within the initiative to adapt to changing external (e.g.environmental situation) or internal conditions (e.g.policy, funding, or management structures).It can both refer to institutional arrangements for future adaptations, or past experience.short--term <= 1 year mid--term 1--3 years long--term >= 3 years no possibility to adapt the original plan during its execution minor adjustments possible according to circumstances considerable possibility to adjust according to circumstances formal iterative decision making and management process to regularly reconsider and adapt execution don't know / NA Conflicts and sources of potential future conflicts such as unwelcome information can be seen as negative and to be avoided, thus leading to silencing or 'concealing'.'Confrontation' spells conflict out, while focusing on the conflictual situation and a resistance to reflect own positions.'Dialogue' spells conflict out, but with an attitude focused on solutions and reflecting own positions.Tolerant and resilient conflict behaviour addresses conflicts in dialogue, but also accepts differences in objectives and perceptions, acknowledges their justification and accommodates certain levels of ambiguity and diversity in interpreting conflictive situations.

3.1 How are objectives and their relative importance established?
Conflicting objectives, limited resources or external constraints require implicit or explicit trade--offs that reflect the importance of objectives.Please score the attention that was/is devoted to developing and understanding objectives, trade--offs and degrees of importance.

of change been elaborated to match the objectives of the initiative? A theory of change specifies how the initiative
will produce impact that transforms the problem that it addresses.Please score the attention that was devoted to understanding and validating the changes that the initiative needs to bring about to achieve its objectives.

How do the objectives and the theory of change reflect multiple perspectives, value systems and beliefs? This question refers to the
openness and inclusiveness of the process of seting--up the initiative.they reflect the perspective of the initiative's leadership they were decided by the initiative's leadership and aim at reflecting multiple perspectives, but without dialogue or negotiation with actors and stakeholders they after dialogue with actors and stakeholders, but without negotiation they were negotiated and agreed upon by the initiative's leadership, actors and stakeholders don't know / NA 3.

4 How do the methods, scales and criteria of success reflect multiple perspectives, value systems and beliefs?
This question refers to the openness and inclusiveness of designing the implementation phase.theyreflect the perspective of the initiative's leadership they were decided by the initiative's leadership and aim at reflecting multiple perspectives, but without dialogue or negotiation with actors and stakeholders they after dialogue with actors and stakeholders, but without negotiation they were negotiated and agreed upon by the initiative's leadership, actors and stakeholders don't know / NA CONSIDERATION

How are feedback loops and causal interactions between different processes that lead to the problem considered? Feedback
loops are interactions between two or more factors that mutually reinforce (positive feedback loop), or control (negative feedback loop) each other.Please score the attention that was devoted to understanding feedback loops and causal interactions.

.11 Please use column 1 to 3 of Table 1 (next pages) to
specify how the initiative's OBJECTIVES aim to address different DIMENSIONS of the problem, and which SCALES are suitable to measure its impact.A "dimension" groups entities that can be captured by the same scale or concept.It is up to the respondent to introduce dimensions that express the project's objectives.Start by specifying objectives and by selecting which dimensions they address.Describe the relevant dimensions for the initiative (there may be fewer or more than the lines in table

How are sectors, disciplines, stakeholders and actors identified, that affect or are affected by the problem that the initiative targets and are thus relevant for achieving its objectives and for leveraging impact? Sector refer to societal or institutional groups
that share common aims or similar institutional structures, such as banking, industry, or public governance authorities.Disciplines refer to scientific specializations such as medicine (and veterinary medicine), mathematics, ecology, chemistry, environmental science.Actors and stakeholders are individuals, groups or institutions, who have a vested interest, or dispose of knowledge which is relevant for achieving the initiative's objectives.Actors additionally affect the problem and are thus crucial for leveraging impact.noidentification of relevant sectors, disciplines, actors and stakeholders ad hoc identification of some sectors, disciplines, stakeholders and actors informal process, aimed at comprehensive selection of relevant sectors, disciplines, actors and stakeholders formal analysis, consultations with external experts/advisors or participatory process don't know / NA 4.

Which opportunities for reflection and self--assessment does the initiative provide?
This question refers to the effort and opportunities within the initiative to enable reflexivity among team members and stakeholders.It can refer to both formal arrangements or other occasions, in which project management, team members and stakeholders of the initiative ask for, and receive feedback on process, accomplishments and future directions.

How adequate are the methods to achieve the objectives?
There is no generalizable scale for the adequacy of competences across different contexts, and this question can easily lead to strategically biased responses.Therefore, the scale is up to the evaluator's professional judgement, which shall take into account local context and perspectives, and draw on a broad data basis.There is no generalizable scale for the adequacy of methods across different contexts, and this question can easily lead to strategically biased responses.Therefore, the scale is up to the evaluator's professional judgement, which shall take into account local context and perspectives, and draw on a broad data basis.

How adequate are the budget allowances to achieve the objectives?
There is no generalizable scale for the adequacy of the allowances across different contexts, and this question can easily lead to strategically biased responses.Therefore, the scale is up to the evaluator's professional judgement, which shall take into account local context and perspectives, and draw on a broad data basis.

How adequate are the time allowances to achieve the objectives? There is no generalizable scale for the adequacy of allowances
across different contexts, and this question can easily lead to strategically biased responses.Therefore, the scale is up to the evaluator's professional judgement, which shall take into account local context and perspectives, and draw on a broad data basis.Please consider as team members those individuals, who participate in the initiative under the direction of the project or program management and contribute specific skills or fulfil specific duties to achieve the initiative's objectives.In contrast to stakeholders, they do not primarily participate in the initiative as representatives of interests and perspectives of societal groups or organizations.
5.1 If more than one team are present, how are inter--team relations?This question refers to the collaborative spirit between different teams.Since this question is prone to produce biased responses, it is therefore crucial to validate responses with various participants at different hierarchical levels.If relation between teams differ, please score an average value.

How frequently are actors and stakeholders involved in the initiative?
This question refers to the frequency of any kind of interaction and information exchange between actors, stakeholders and team members of the initiative.In case the frequency differs between different stakeholders or actor groups, please score the average frequency of interaction with each core actor or stakeholder.

How intense is the collaboration with actors and stakeholders in the initiative?
In case the intensity differs between different actors or stakeholder groups, please score the average intensity of collaboration with core actors and stakeholders.No contact or indirect information exchange through the initiative, but no face--to face participation Face--to face participation in events, but no joint task execution Joint task execution, but without an influence on decision making or initiative steering

Which methods are used to 'bridge', 'link' or 'integrate' the knowledge of team members, actors and stakeholders
? Since terminology and methodology of knowledge integration are not commonly shared between different initiatives, considerable depth of inquiry and effort to translate interview responses into answers to this question are required from the evaluator.Answers to this question draw on the following sources: Ø Scholz et al. 2002: Embedded case study methods: integrating quantitative and qualitative knowledge.Sage Publications.Ø Bergmann et al. 2012: Methods for transdisciplinary research: a primer for practice.Frankfurt, New York: Campus.Ø Hoffmann et al. 2017: Methods and procedures of transdisciplinary knowledge integration.Ecology and Society 22/1.

Which processes are used to 'bridge', 'link' or 'integrate' the knowledge of team members, actors and stakeholders?
Since terminology and methodology of knowledge integration are not commonly shared between different initiatives, considerable depth of inquiry and effort to translate interview responses into answers to this question are required from the evaluator.Answers to this question draw on the following sources: Ø Rossini 1979: Frameworks for integrating interdisciplinary research.Research Policy 8/1.Ø Hoffmann et al. 2017: Methods and procedures of transdisciplinary knowledge integration.Ecology and Society 22/1.

How is the distribution of power or influence between team members and stakeholders from different…
Please consider formal power (e.g.positions, hierarchies, budget responsibilities) as well as informal or "soft" forms of influence (e.g.openness to voice opinions, respect towards expertise and personality of team members, loyalties between team members).

Is the management structure adequate to support the team and actors in achieving the initiative's objectives?
This question refers to the ability of the project management to coordinate and administer initiative activities.Due to the lack of a generalizable scale to aggregate the various dimensions related to project coordination, this question relies on the evaluators judgement, and requires drawing on input from multiple initiative participants.

How would you characterize the leadership approach to project management? This question refers to definitions by Yukl (Effective
Leadership Behavior: What We Know and What Questions Need More Attention.Acad. of Manag.Perspect.26/4:66-85(2012)).It requires considerable inquiry on behalf of the evaluator.Task--oriented leadership focuses on accomplishing work in an efficient and reliable way.Relations--oriented leadership aims at increasing the quality of human resources and relations ("human capital").Change--oriented leadership focuses on increased innovation, collective learning, and adaptation to the external environment.If appropriate, please tick multiple elements.

How open--minded is the leadership to creative input? This question refers to the openness of the initiatives leadership to consider
and test creative or unconventional ideas and input.To assess this question, it is suggested to ask participants for information and suggestions that were creative in content or did not follow conventional chains of command, and whether any of these led to surprising decisions, unconventional approaches differing from previous habits or protocols, or unexpected changes in project design,

.5 How flexible are internal hierarchies and decision making in adapting to circumstances and tasks? The
question refers to the degree of independence participants are given according to their expertise and skills, and the leaderships´ flexibility to devolve decision making according to need and context.To assess this question, it is suggested to ask for the degree of independence participants are given in specific realms, and for occasions, in which unconventional situations required deviating from chains of command in unforeseen ways.

How does the leadership manage tensions and conflicts?
This question addresses the degree to which project management involves conflicting partners to solve conflicts in the initiative.'Evasion' designates a leadership that does not address tensions or conflicts within the initiative.'Appeasement' is based on satisfying demands brought forward in a conflict without involving all parties.'Imposition' prescribes certain solutions to conflicting parties.'Mediation' negotiates solutions among conflicting parties.If appropriate, please tick multiple elements.

At what level are conflicts resolved?
This question addresses the degree of reflection and learning that project management derives from conflicts within the initiative.'Hierarchical' refers to solutions that are prescribed without reflecting on sources and potential lessons.Reflection and learning can address mistakes and potential changes to 'factual' causes, can search for and address 'emotional' sources of conflict in individual personalities, or serve to build coherence, understanding, trust, and commitment across the entire team.If appropriate, please tick multiple elements.

How adequate are the resources allocated to ensure information sharing?
This refers to both monetary and non--monetary resources required for enabling information sharing.

How adequate are the procedures to ensure the quality of shared data
? E.g. completeness, error--checking, clear and accurate descriptions of variables and of calculations, available documentation.

How adequate are the procedures to ensure safe and appropriate data storage and accessibility
? E.g. is the storage safe and protected, is extraction of data feasible without access to data managers, or are expert managers readily available for extraction of data, is the process of data extraction bureaucratic/cumbersome/overly time--consuming.

10 Does the initiative create long--term institutional knowledge reservoirs for data, methods and results? E.g. publications, detailed
reports/manuals, database descriptions, standard operating procedures, introductions to inform new staff about essential procedures.

11 How adequate are the procedures to safe--guard access to data, information and results in case of system change or external disturbances
? E.g. change of IT--system, data ownership, institutional organization, software breakdowns, or loss of key personnel.