Evaluation Handbook

IV. D. Field Mission

 

The evaluation team undertakes field missions as a means to collect information on the project or programme evaluated.

Various methodologies, such as individual or group interviews, can be used during the field mission to elicit stakeholders' views, opinions and assessments. Key stakeholders in field offices, the beneficiary government, project and programme managers, other project and programme beneficiaries, donors and other relevant partners are invited to share their experiences and opinions with regard to the project or programme being evaluated.

As evaluation exercises are limited in terms of time and resources, it is not always possible to interview all relevant stakeholders or to visit all project or programme sites. In such circumstances, the evaluation team considers appropriate data collection methods and sampling strategies, e.g. focused questionnaires and surveys can be a cost-effective way to elicit the views of as many stakeholders as possible.

During the field mission, the Field Office concerned will support the evaluation team in setting up meetings with key stakeholders (and any additional interlocutors as deemed necessary by the evaluator).

The Field Office is also responsible for making all relevant material available to the evaluation team, arranging discussions between its staff and the team and  taking a lead role in discussing with stakeholders the implementation of the recommendations once the evaluation has been finalized.

The support in logistics is also provided by the Field Office.

Field Offices need to ensure security of the evaluation team. The evaluation team members should undertake relevant United Nations security exams and be aware of and compliant with related security protocols.

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There is a delicate balance between providing adequate support for the evaluation and maintaining the independence of the exercise. While UNODC is expected to organize meetings and visits, UNODC or government staff cannot participate in them, as interviewees and participants might not feel comfortable to speak freely in their presence.

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Table of Contents
Acronyms
Foreword
Introduction
Chapter I: Defining Core Concepts
Chapter II: Planning an Evaluation at the Design Stage
Chapter III: Managing an Independent Project Evaluation

Chapter IV: Undertaking an In-depth Evaluation

Chapter IV Tools:
Chapter V: Undertaking a Participatory Self-Evaluation
Chapter VI: Using the Evaluation
Annexes
Annex I: Evaluation Glossary
Annex II: UNEG Norms
Annex III: UNEG Standards
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Chapter IV: Undertaking an  In-depth Evaluation
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