OutcomesCentral.Org

• There are five steps in developing a DoView Visual Monitoring and Evaluation (M&E) Plan 
• Not all the steps will be done in every evaluation
• Using this visual approach, a monitoring and evaluation plan can be built in less than half the time it takes to wordsmith a traditional long text-based monitoring and evaluation plan
• Using this standardized template approach means that anyone familiar with the format can quickly assess a monitoring and evaluation plan much faster than when a  traditional text-based plan has been used
• The first video below shows how to build a DoView Visual Monitoring and Evaluation (M&E) Plan. The second shows how to map indicators onto a visual Outcomes DoView

Step 1. Draw a visual Outcomes DoView 

An initial visual model is drawn to show all of the higher-level outcomes the program or organization is attempting to achieve and all of the lower-level steps which it is believed need to be achieved in order to get to the high-level outcomes. This is a type of outcomes model draw according to a set of rules (it is similar to a program logic or theory of change but it is drawn in a specific way).  Evaluation use: This DoView can be developed and used by an evaluator to make sure that they have a good understanding of the way it is believe the program should be working. Optional evaluation uses: If developed by the program itself the visual DoView can provide evidence that the program is clear about its 'theory of change' - the way it think that it is making a difference. Developing a DoView for an organization can be a very useful task to undertake when doing developmental and formative evaluation (early stage evaluation). It provides a tool around which people can discuss differences they have regarding the way the program should work. The model can also be used to help ensure  Evidence-Based Practice as part of formative evaluation. When doing this, the DoView can be populated with evidence about the links between boxes in the model from previous research findings thus making the claimed links more credible. 

Step 2. Priority Setting and Line-Of-Sight project alignment

The boxes in the DoView  are then marked up in terms of the priority of the project or organization intervening with them in the next period (e.g. the next year within a strategic plan). The priorities can, for instance, be A, B, C, and BAU - Business As Usual. Projects can then can be put into the model as further boxes and linked back to the boxes they are focused on improving. This provides 'line-of-sight' alignment in that it can immediately be seen whether the current mix of projects are, or are not, focused on priority boxes. Optional evaluation uses: This would often not be done within a traditional evaluation, but it could be done as part of a formative evaluation (evaluation to optimize program implementation). A prioritized DoView is a good way of making sure that there is internal (or external, e.g. with funders) consensus on what are the organizational or project priorities going forward. Having the priorities set out visually on the DoView is a very transparent way of communicating priorities. if this has been done by a program, an evaluator can immediately see what the program believes its priority steps and outcomes are and whether it's focusing its activities (projects) on its priorities. This is at the heart of formative and process evaluation and implementation fidelity assessment (working out whether or not the program is being implemented appropriately).

Step 3. Visual KPI Indicators and Accountability Mapping

The next step is to identify indicators (measures) and map them onto the DoView. Indicators are then divided into those which are controllable by the project or organization and those which are not. Optional evaluation uses: If this visual mapping has been done then it makes clear exactly what is currently being measured and what is not, this is invaluable for evaluation planning. If controllable indicators have been differentiated from non-controllable indicators this means that program accountability can be clearly established, normally programs should only be held directly to account for controllable indicators even though they may track not-controllable indicators for strategic purposes. 

Step 4. DoView Evaluation Project Identification and Feasibility Analysis

Evaluation questions are mapped onto the DoView and the evaluation projects are identified which can answer priority evaluation questions. If desired, an analysis can be undertaken of the feasibility of undertaking different types of impact evaluation using the DoView Impact Evaluation Feasibility Check. This Check goes through seven major impact evaluation design types and assesses the appropriateness, feasibility and affordability of each type for a particular program. Evaluation uses: Visually locating evaluation questions next to the steps and outcomes within the DoView is used to help work out the priority of answering different evaluation questions. If wished, evaluation questions can be broken up into non-impact (much of formative and process evaluation) and impact evaluation questions (focused on attributing outcomes). It would usually be expected that priority evaluation questions would lie near priority steps and outcomes within the model. The discipline of forcing evaluation questions back onto the visual model also removes the 'multiple similar evaluation question' problem. This is where the confusion is caused by the same evaluation question appearing in different verbal versions (e.g. 'does the program work?' 'Is the program achieving its objectives?' 'Is the program effective?'). Doing the impact evaluation feasibility check ensures that those evaluating the program have exhaustively considered the alternative major impact evaluation design types. This provides evidence of 'due diligence' by the evaluator in terms of thinking about what is possible in terms of impact evaluation designs.

Step 5: DoView Results Dashboarding

Reporting monitoring and evaluation results back onto the visual DoView next to the steps and outcomes in the model they relate to. Evaluation uses: This approach means that the results from monitoring and evaluation can be seen in the context of the steps and outcomes they relate to. It means that the results are immediately available in a context (the visual DoView) which is being used by those developing forward strategy for the program or organization. Alternatively, those developing  similar programs in the future can use the results to identify priorities going forward. This step then can feed into the use of the DoView Visual Planning.

More information in the DoView Visual Monitoring and Evaluation Planing (M&E) approach is available at OutcomeCentral.org. If you have any questions please do not hesitate to contact us using the Contact form on this site.