Lessons learned about design, monitoring and evaluation process definition and information management for international development programmes


  • Brian Nejmeh
  • Bernard Vicary


organisations, evaluation, World Vision, learning, accountability, development projects


This paper discusses a multi-year project that analysed the World Vision International (WVI) Learning through Evaluation with Accountability and Planning (LEAP) transformational programme design, monitoring and evaluation (DME) model and developed LEAP Manager’s Workbench, a prototype web-based automated environment for LEAP. The LEAP framework is WVI’s approach to programme-wide design, monitoring and evaluation. The primary purpose of this paper is to illustrate lessons learned about DME method definition and automation based on the prototype implementation. The paper begins by reviewing related work on DME models, definitions and automation. The paper identifies development issues to be examined in defining and automating DME models. The WVI LEAP model is briefly described and the knowledge management and organisational learning aspects of the LEAP framework are highlighted. Key principles used in developing an automated environment for LEAP are highlighted along with a brief overview of the LEAP Manager’s Workbench. The paper then critically examines the approach taken to define and automate LEAP and highlights the successes and limitations of the approach. The paper discusses the implications of this work on development practitioners, policymakers and researchers responsible for defining or automating DME models.