Using the Toolkit: Where to Start and What to Expect

It's Always the Right Time to Start

This is a toolkit you can grow with. It’s modular, adaptable, and made for real-world messiness—start where it makes sense, go deep where it matters, and come back as your work (and the system) evolves.

Not sure where to begin? Check out 05 Find Your Entry Point below for role-based suggestions on what to focus on, and why it matters.

It's Always the Right Time to Start

Not sure where to begin? Check out 05 Find Your Entry Point below for role-based suggestions on what to focus on, and why it matters.

It's Always the Right Time to Start

Not sure where to begin? Check out 05 Find Your Entry Point below for role-based suggestions on what to focus on, and why it matters.

01 How to Use This Toolkit

This toolkit is designed to support teams at any stage—whether designing a new initiative, navigating implementation, or reflecting on emerging change. Some teams may engage deeply with one part; others may return over time as new needs arise. There is no required order—use what’s relevant now, and adapt as your work evolves.

What you'll find:

Ready-to-use tools

systems mapping templates,

reflection prompts

Complexity-suited

methods

Outcome Harvesting,

Contribution Analysis

Domains-based

indicators

trust,

governance quality

Reflective prompts

for adaptive strategy

and learning

Some users may engage deeply with one part of the toolkit; others may return over time. There is no required order. Use what is relevant now and adapt over time.

01 How to Use This Toolkit

What you'll find:

Ready-to-use tools

systems mapping templates,

reflection prompts

Complexity-suited

methods

Outcome Harvesting,

Contribution Analysis

Domains-based

indicators

trust,

governance quality

Reflective prompts

for adaptive strategy

and learning

Some users may engage deeply with one part of the toolkit; others may return over time. There is no required order. Use what is relevant now and adapt over time.

01 How to Use This Toolkit

What you'll find:

Ready-to-use tools

systems mapping templates,

reflection prompts

Complexity-suited

methods

Outcome Harvesting,

Contribution Analysis

Domains-based

indicators

trust,

governance quality

Reflective prompts

for adaptive strategy

and learning

Some users may engage deeply with one part of the toolkit; others may return over time. There is no required order. Use what is relevant now and adapt over time.

02 Toolkit Structure: Two Interconnected Layers of Practice

The toolkit is built around two interconnected layers of practice:

Orientation Lens – Start with Purpose

Use this during design, proposal development, or early implementation to clarify your long-term direction and system focus.

Strategic Intent

Define shared long-term purpose.

System Boundaries

Clarify scope and where the system begins and ends.

Spheres of Control, Influence, and Interest

Identify where your initiative can act, shape, or observe.

Domains of Change

Focus on deeper system shifts to prioritize and track.

The Spiral – Navigate Implementation

Use this once implementation begins to stay adaptive, reflective, and system-aware. It’s especially useful during transitions, disruptions, or as new learning emerges.

Review Direction

Re-anchor strategy in your Strategic Intent.

Revisit System Boundaries

Reassess boundaries, actors, and leverage points.

Surface Patterns

Track emerging behaviors, and signals using Domains of Change.

Shift Course

Adapt based on insights and system feedback.

Cultivate Coherence

Align actions and actors across the system.

These areas reinforce one another: Orientation shapes implementation, and learning from the Spiral feeds back into strategic clarity. This makes systems MEL a living practice—responsive to change, grounded in purpose.

02 Toolkit Structure: Two Interconnected Layers of Practice

The toolkit is built around two interconnected layers of practice:

Orientation Lens – Start with Purpose

Use this during design, proposal development, or early implementation to clarify your long-term direction and system focus.

Strategic Intent

Define shared long-term purpose.

System Boundaries

Clarify scope and where the system begins and ends.

Spheres of Control, Influence, and Interest

Identify where your initiative can act, shape, or observe.

Domains of Change

Focus on deeper system shifts to prioritize and track.

The Spiral – Navigate Implementation

Use this once implementation begins to stay adaptive, reflective, and system-aware. It’s especially useful during transitions, disruptions, or as new learning emerges.

Review Direction

Re-anchor strategy in your Strategic Intent.

Revisit System Boundaries

Reassess boundaries, actors, and leverage points.

Surface Patterns

Track emerging behaviors, and signals using Domains of Change.

Shift Course

Adapt based on insights and system feedback.

Cultivate Coherence

Align actions and actors across the system.

02 Toolkit Structure: Two Interconnected Layers of Practice

The toolkit is built around two interconnected layers of practice:

Orientation Lens – Start with Purpose

Use this during design, proposal development, or early implementation to clarify your long-term direction and system focus.

Strategic Intent

Define shared long-term purpose.

System Boundaries

Clarify scope and where the system begins and ends.

Spheres of Control, Influence, and Interest

Identify where your initiative can act, shape, or observe.

Domains of Change

Focus on deeper system shifts to prioritize and track.

The Spiral – Navigate Implementation

Use this once implementation begins to stay adaptive, reflective, and system-aware. It’s especially useful during transitions, disruptions, or as new learning emerges.

Review Direction

Re-anchor strategy in your Strategic Intent.

Revisit System Boundaries

Reassess boundaries, actors, and leverage points.

Surface Patterns

Track emerging behaviors, and signals using Domains of Change.

Shift Course

Adapt based on insights and system feedback.

Cultivate Coherence

Align actions and actors across the system.

03 Learning from Real-World Initiatives

Throughout the toolkit, you’ll find examples inspired by real-world initiatives. These are crafted to reflect the kinds of decisions, tensions, and learning moments that show up in systems MEL work—without being prescriptive.

One example comes from Peru’s multi-stakeholder platform for sustainable coffee, which brought together diverse actors to reshape governance, collaboration, and sector-wide priorities. Another is a dryland farming initiative in northern Kenya where an initial focus on productivity evolved into a broader systems approach centered on resilience, governance, and ecological stewardship. These examples show that systems MEL doesn’t require perfection—just ongoing practice, curiosity, and the willingness to learn and adapt over time.

Photo: UNDP Peru

Photo: UNDP Kenya

03 Learning from Real-World Initiatives

Photo: UNDP Peru

Photo: UNDP Kenya

03 Learning from Real-World Initiatives

Photo: UNDP Peru

Photo: UNDP Kenya

04 Where to Begin: Entry Points for Practice

With the structure of the toolkit in mind, this section guides you into practice. It outlines key entry points — ways to begin applying systems MEL depending on your context, stage, and needs. Each entry point is supported by dedicated tools developed specifically for this guidance, helping teams clarify intent, define boundaries, and foster learning within complex systems.

For additional tools and resources, please visit 360 Systems MEL Tools to complement this core set and support deeper exploration.

Entry Point

Purpose

Included Tools

ORIENTATION LENS

Design and early planing

Strategic Intent

Define shared long-term purpose

– How to Formulate a Strategic Intent

Boundaries

Define scope and focus

– How to Define Boundaries
– Systems Mapping
– Identifying Leverage Points

Spheres

Know where and how you can act

– How to Define Spheres
– Systems Informed Theory of Change

Domains of Change

Supports framing systems shifts in design and observing deeper patterns in implementation

– Selecting Priority Domains of Change
– Domains of Change Observation Grid
– Tracking Signals of Change

the spiral

During Implementation

Review Direction

Anchor MEL in long-term transformation goals by reconnecting to your Strategic Intent

– How to Formulate a Strategic Intent

Revisit System Boundaries

Revisit your systems boundaries and spheres of influence to understand how the context has shifted and where you can act

– How to Define Boundaries
– How to Define Spheres
– Power Mapping
– Identifying Leverage Points

Surface Patterns

Observe emerge signals and track patterns of change

– Learning Questions
– Systems Aware Indicator Builder
– Signals of Change
– Domains of Change Observation Grid
– Ripple Effects Mapping

Shift Course

Adapt strategy and MEL based on system feedback

– Collective Sensemaking

Cultivate Coherence

Enable coherence and shared learning across actors

– Collective Sensemaking

04 Where to Begin: Entry Points for Practice

For additional tools and resources, please visit 360 Systems MEL Tools to complement this core set and support deeper exploration.

Entry Point

Purpose

Included Tools

ORIENTATION LENS

Design and early planing

Strategic Intent

Define shared long-term purpose

– How to Formulate a Strategic Intent

Boundaries

Define scope and focus

– How to Define Boundaries
– Systems Mapping
– Identifying Leverage Points

Spheres

Know where and how you can act

– How to Define Spheres
– Systems Informed Theory of Change

Domains of Change

Supports framing systems shifts in design and observing deeper patterns in implementation

– Selecting Priority Domains of Change
– Domains of Change Observation Grid
– Tracking Signals of Change

the spiral

During Implementation

Review Direction

Anchor MEL in long-term transformation goals by reconnecting to your Strategic Intent

– How to Formulate a Strategic Intent

Revisit System Boundaries

Revisit your systems boundaries and spheres of influence to understand how the context has shifted and where you can act

– How to Define Boundaries
– How to Define Spheres
– Power Mapping
– Identifying Leverage Points

Surface Patterns

Observe emerge signals and track patterns of change

– Learning Questions
– Systems Aware Indicator Builder
– Signals of Change
– Domains of Change Observation Grid
– Ripple Effects Mapping

Shift Course

Adapt strategy and MEL based on system feedback

– Collective Sensemaking

Cultivate Coherence

Enable coherence and shared learning across actors

– Collective Sensemaking

04 Where to Begin: Entry Points for Practice

For additional tools and resources, please visit 360 Systems MEL Tools to complement this core set and support deeper exploration.

Entry Point

Purpose

Included Tools

ORIENTATION LENS

Design and early planing

Strategic Intent

Define shared long-term purpose

– How to Formulate a Strategic Intent

Boundaries

Define scope and focus

– How to Define Boundaries
– Systems Mapping
– Identifying Leverage Points

Spheres

Know where and how you can act

– How to Define Spheres
– Systems Informed Theory of Change

Domains of Change

Supports framing systems shifts in design and observing deeper patterns in implementation

– Selecting Priority Domains of Change
– Domains of Change Observation Grid
– Tracking Signals of Change

the spiral

During Implementation

Review Direction

Anchor MEL in long-term transformation goals by reconnecting to your Strategic Intent

– How to Formulate a Strategic Intent

Revisit System Boundaries

Revisit your systems boundaries and spheres of influence to understand how the context has shifted and where you can act

– How to Define Boundaries
– How to Define Spheres
– Power Mapping
– Identifying Leverage Points

Surface Patterns

Observe emerge signals and track patterns of change

– Learning Questions
– Systems Aware Indicator Builder
– Signals of Change
– Domains of Change Observation Grid
– Ripple Effects Mapping

Shift Course

Adapt strategy and MEL based on system feedback

– Collective Sensemaking

Cultivate Coherence

Enable coherence and shared learning across actors

– Collective Sensemaking

05 Find Your Entry Point: Guidance by Role

Photo: UNDP São Tomé and Príncipe

This toolkit is designed for people working across different roles in food and agricultural systems. Each role has its own entry points — not everyone needs the same level of depth.

Role

What to Focus On

Why

MEL Practitioners

The full Food Systems Toolkit (Orientation Lens + The Spiral)

How-to Sheets:
– Systems-informed Indicators
– Domains of Change Observation Grid
– Signals of Change Tracking
– Ripple Effects Mapping
– Spheres
– Systems-informed ToC

To design, track, and adapt MEL systems that go beyond outputs—capturing shifts in relationships, power, behavior, and governance.

Project Designers & Managers

Orientation Lens:
– Strategic Intent
– Defining Boundaries
– Spheres of Control/Influence/Interest
– Domains of Change

Spiral:
– Revisit Boundaries
– Shift Course
– Surface Patterns

How-to Sheets:
– How to Formulate a Strategic Intent
– How to Define Boundaries
– Systems Mapping
– Identifying Leverage Points
– How to Define Spheres
– Systems Informed Theory of Change
– Selecting Priority Domains of Change
– Domains of Change Observation Grid
– How to Define Boundaries
– How to Define Spheres
– Power Mapping
– Identifying Leverage Points
– Collective Sensemaking
– Learning Questions
– Systems Aware Indicator Builder
– Signals of Change
– Domains of Change Observation Grid
– Ripple Effects Mapping

To design initiatives with systems thinking from the start, ensure alignment with transformation goals, and adapt plans as new learning emerges.

Program/Portfolio Managers

The full Food Systems Toolkit (Orientation Lens + The Spiral)

Spiral:
– Revisit System Boundaries (for coherence across initiatives)
– Cultivate Coherence (for alignment)

How-to-Sheets:
– Collective Sensemaking
– How to Define Boundaries
– How to Define Spheres
– Power Mapping
– Identifying Leverage Points

To enhance coherence and alignment across multiple projects or regions, support adaptive management at a portfolio level, and foster shared learning across initiatives and regions.

Funders

Systems MEL Journey Map Kenya and Peru
(concise entry point)

Orientation Lens:
– Strategic Intent
– Boundaries
– Spheres

Spiral:
– Cultivate Coherence
– Reflection Tools

How-to Sheets:
– How to Formulate a Strategic Intent
– How to Define Boundaries
– Systems Mapping
– Identifying Leverage Points
– How to Define Spheres
– Systems Informed Theory of Change
– Collective Sensemaking

To strengthen strategic decision-making, partner effectively with grantees, and understand whether investments are driving meaningful systems change.

05 Find Your Entry Point: Guidance by Role

Photo: UNDP São Tomé and Príncipe

This toolkit is designed for people working across different roles in food and agricultural systems. Each role has its own entry points — not everyone needs the same level of depth.

Role

What to Focus On

Why

MEL Practitioners

The full Food Systems Toolkit (Orientation Lens + The Spiral)

How-to Sheets:
– Systems-informed Indicators
– Domains of Change Observation Grid
– Signals of Change Tracking
– Ripple Effects Mapping
– Spheres
– Systems-informed ToC

To design, track, and adapt MEL systems that go beyond outputs—capturing shifts in relationships, power, behavior, and governance.

Project Designers & Managers

Orientation Lens:
– Strategic Intent
– Defining Boundaries
– Spheres of Control/Influence/Interest
– Domains of Change

To design initiatives with systems thinking from the start, ensure alignment with transformation goals, and adapt plans as new learning emerges.

Program/Portfolio Managers

The full Food Systems Toolkit (Orientation Lens + The Spiral)

Spiral:
– Revisit System Boundaries (for coherence across initiatives)
– Cultivate Coherence (for alignment)

How-to-Sheets:
– Collective Sensemaking
– How to Define Boundaries
– How to Define Spheres
– Power Mapping
– Identifying Leverage Points

To enhance coherence and alignment across multiple projects or regions, support adaptive management at a portfolio level, and foster shared learning across initiatives and regions.

Funders

Systems MEL Journey Map Kenya and Peru
(concise entry point)

Orientation Lens:
– Strategic Intent
– Boundaries
– Spheres

To strengthen strategic decision-making, partner effectively with grantees, and understand whether investments are driving meaningful systems change.

05 Find Your Entry Point: Guidance by Role

Photo: UNDP São Tomé and Príncipe

This toolkit is designed for people working across different roles in food and agricultural systems. Each role has its own entry points — not everyone needs the same level of depth.

Role

What to Focus On

Why

MEL Practitioners

The full Food Systems Toolkit (Orientation Lens + The Spiral)

How-to Sheets:
– Systems-informed Indicators
– Domains of Change Observation Grid
– Signals of Change Tracking
– Ripple Effects Mapping
– Spheres
– Systems-informed ToC

To design, track, and adapt MEL systems that go beyond outputs—capturing shifts in relationships, power, behavior, and governance.

Project Designers & Managers

Orientation Lens:
– Strategic Intent
– Defining Boundaries
– Spheres of Control/Influence/Interest
– Domains of Change

To design initiatives with systems thinking from the start, ensure alignment with transformation goals, and adapt plans as new learning emerges.

Program/Portfolio Managers

The full Food Systems Toolkit (Orientation Lens + The Spiral)

Spiral:
– Revisit System Boundaries (for coherence across initiatives)
– Cultivate Coherence (for alignment)

How-to-Sheets:
– Collective Sensemaking
– How to Define Boundaries
– How to Define Spheres
– Power Mapping
– Identifying Leverage Points

To enhance coherence and alignment across multiple projects or regions, support adaptive management at a portfolio level, and foster shared learning across initiatives and regions.

Funders

Systems MEL Journey Map Kenya and Peru
(concise entry point)

Orientation Lens:
– Strategic Intent
– Boundaries
– Spheres

To strengthen strategic decision-making, partner effectively with grantees, and understand whether investments are driving meaningful systems change.

06 Understanding the Foundations

The General Guidance is for everyone. It provides the foundation for why systems-informed MEL matters, and how it shifts traditional approaches toward learning, adaptation, and contribution thinking.