Balanced Design, Monitoring, Evaluation, Research, and Learning (BalanceD-MERL) Maturity Matrix

These principles are relevant, right-sized, responsible, and trustworthy, and are intended to enable better use of monitoring, evaluation, research, and learning, leading to sustainable improvements in program design and lasting positive impacts on target audiences. The matrix is organized by the four principles, with multiple rows of content dedicated to the various aspects of each principle. The columns are organized by three levels of maturity for each principle: unbalanced, emergent, and balanced. Each cell contains a description of D-MERL practice for a given aspect of a principle and at that particular level of maturity, followed by guiding questions to help users move towards the balanced level of maturity. The matrix can be used by program and MERL staff who facilitate program design and implementation and its performance management and/or evaluation. It can also be used by staff involved in a single program or project with a single MERL plan, or with a complex portfolio of programs/projects that may be aligned under a broad MERL strategy. The BalancedD-MERL consortium developed the matrix through a multistep process beginning with a literature review. The consortium explored what constitutes each principle as well as what aspects of each principle should fit within each level of maturity. The content was then refined based on internal learning and feedback from reviewers in the consortium's member organizations, as well as external monitoring and evaluation practitioners. Adaptive management is an intentional approach to making decisions and adjustments to improve the program's activities and implementation in response to new information and changes in context that is captured through MERL data. Data quality is defined as having five dimensions: valid, reliable, timely, precise, and having integrity. D-MERL is defined as the integration of MERL activities with program design in the service of good program management. The matrix provides a framework to learn from, adapt, and improve both program design and its implementation and MERL design and its execution. It enables best-of-class and evidence-based adaptive management throughout a program's lifecycle. A first step in using the matrix is for users to self-assess the D-MERL maturity of their program across the principles. This involves going through the matrix row-by-row to identify what level of maturity their program is in for each row. Once a self-assessment is completed, the user can review the guiding questions in the cells that represent their current state to formulate a plan for how to move towards the balanced level of maturity. The guiding questions are meant to help users mature their D-MERL practice, where needed, bearing in mind that balancing may not be possible all at once. The questions help users navigate between the levels of maturity by offering prompts and, in some cases, tools and resources to improve D-MERL practice. Leadership buy-in and readiness to use the matrix and the larger BalanceD-MERL approach, including providing staff the necessary resources (especially time needed) to practice the approach, are two suggestive factors that can enable use of the matrix. As applicable, flexible donor contracting and reporting processes to support the practice of adaptive program management are also necessary. The BalanceD-MERL consortium consists of World Vision (Prime), Innovations for Poverty Action, Institute for Development Impact, Search for Common Ground, and the William Davidson Institute at the University of Michigan. More information on the BalanceD-MERL approach, including case studies of two pilot projects leveraging this approach, can be found here.