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  • Evaluation work plan

    An evaluation work plan involves the development of clear timeframes, deliverables and milestones.
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  • Memorandum of understanding

    A Memorandum of Understanding (MOU) outlines an agreement between two collaborating bodies in order to identify the working relationships and guidelines that exist between them.
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  • Fellowship

    A fellowship is an extended position that provides paid employment and support for people who have completed formal coursework in evaluation.
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  • Supervised practice in teams

    Supervision of practice is an approach often used in social work where it is expected that all practitioners will engage in regular discussions of and reflections on their practice; it is not an approach only intended to support novices.
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  • Learning circle

    A Learning Circle allows a group of individuals to meet and explore an issue and learn from each other in the process.
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  • Reflective practice

    Reflective practice involves an individual reflecting on their work allowing them to learn from their own experiences and insights and engage in a practice of continual learning.
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  • Evaluation societies and associations

    Evaluation societies and associations play a significant role in strengthening national M&E systems.
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  • Results chain

    "Results chain or pipeline logic models represent a program theory as a linear process with inputs and activities at the front and long-term outcomes at the end.
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  • Tiny tool results chain

    Tiny tool results chain maps both positive and negative possible impacts from an intervention.
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  • Triple column

    A triple column/row theory of change diagram shows the causal pathway in terms of intermediate outcomes, activities that directly produce these, and the influence of other factors and programs.
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  • Five Whys

    The Five Whys is an easy question asking option that examines the cause-and-effect relationships that underly problems.
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  • Backcasting

    Backcasting is a method that involves envisaging alternative futures.
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  • Articulating mental models

    Articulating mental models involves talking individually or in groups with key informants (including program planners, service implementors and clients) about how they understand an intervention works.
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  • Group model building

    Group model building involves building a logic model in a group, often using sticky notes.
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  • Previous research and evaluation

    Using the findings from evaluation and research studies that were previously conducted on the same or closely related areas.
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  • Generic change theories

    Generic change theories can be applied across different sectors - for example, motivation, deterrence, capacity development.   This page provides links to some resources that outline these change theories.
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  • Risk assessment

    Conducting a risk assessment involves identifying potential negative impacts, their likelihood of occurring and how they might be avoided.
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  • Unusual events reporting

    The reporting of unusual events or incidents is important both for the sake of transparency and to improve policies and procedures.
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  • Organisational M&E policy

    Organisational monitoring and evaluation policies are the set of rules or principles that an organisation uses to guide its decisions and actions with respect to monitoring and evaluation across programs and departments.
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  • Competency frameworks

    Competencies are the skills, knowledge, attributes and behaviours needed to fulfil particular roles.
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  • Thumbnail description

    A ’thumbnail’ is a brief description (short like a thumb nail).
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  • Peak experience description

    This method provides a succinct and coherent description of a program, project or policy when it is operating at its best.
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  • Existing project description

    Existing project descriptions about what is being evaluated can sometimes be accessed and used by evaluators.
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  • Peer review for meta-evaluation

    Reviewing the evaluation by using peers from within or outside of the organisation.
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  • Stories of change

    Stories of change show what is valued through the use of specific narratives of events. Structured with a beginning, middle and end, they focus on the change that has taken place due to the program.
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  • Values clarification interviews

    Values Clarification Interviews involve interviewing key informants and intended beneficiaries to identify what they value.
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  • Values clarification public opinion questionnaires

    Seeking feedback from large numbers of people about their priorities through the use of questionnaires.
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  • Stated goals and objectives

    Evaluations can use the program's stated objectives and goals to assess program success or failure.
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  • Contribute to broader evidence base

    Inform future policy and practice by others outside the organisation.
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  • Inform decision making aimed at improvement (formative)

    Changing or confirming policies and practices.
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  • Inform decision making aimed at selection, continuation or termination (summative)

    Identifying best value for money.
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  • Lobby and advocate

    Justify expenditure and demonstrate achievements.
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