I. C. Types of Evaluation, Part I
Different types of evaluation are undertaken within UNODC. Staff in Headquarters, as well as in the Field Offices, manage, in coordination with IEU, Independent Project Evaluations and Cluster Evaluations, while IEU leads and manages In-depth Evaluations. Joint evaluations within the United Nations System are also gaining in importance as means of improving coordination and harmonization as well as assessing the effectiveness of the United Nations.
1. Evaluation managed by Project Managers
All UNODC projects require an independent evaluation in relation to their own objectives. Cluster Evaluations can also be envisaged under certain conditions. IEU should be consulted prior to initiating any of the above mentioned evaluations.
a) Independent Project Evaluations
Independent Project Evaluations are required for all projects.
ii. Roles and Responsibilities
Independent Project Evaluations are initiated and managed by Project Managers, and conducted by independent external evaluator(s). Independent Project Evaluations must be conducted in accordance with UNODC evaluation guidelines and templates, as well as UNEG Norms and Standards
IEU does not directly participate in or undertake Independent Project Evaluations. Its role is one of quality assurance and support of Project Managers throughout the process. IEU clears (i) the TOR, (ii) the evaluation methodology, (iii) the selection of evaluation consultants, and (iv) the draft/final reports, before posting on UNODC website.
For further information on roles and responsibilities please see Chapter II, Section F.
IEU provides a systematic quality assessment of Independent Evaluation reports based on pre-established criteria. The template is designed for IEU Evaluation Officers, as a tool for quality oversight of project-level evaluations ( for further information please see Chapter IV, Section F).
Depending on the evaluation purpose, Independent Project Evaluations are undertaken at mid-term of the project (mid-term evaluations) and/or shortly before the end of the project (final evaluations).
Mid-term evaluations aim at improving future performance of the project. While final evaluations aim at determining the extent to which objectives were achieved and at contributing to future programming, policy making and overall organizational learning.
Projects lasting four years or more must undergo at the very least a mid-term evaluation after two years and a final evaluation .
Independent Project Evaluations need to be initiated 4 to 6 months in advance, depending on the size of the project. Evaluations are to be completed during the life span of the project to ensure appropriate evaluation capacity and to avoid project extensions.
Please see Chapter III, Section A for further guidance on the overall duration of an evaluation process.
In order to guarantee sufficient funds for Independent Project Evaluations, 2-3% of the overall budget (including transport, DSA and fee) should be reserved from the project budget and allocated under the budget line 5700 at the design stage.
It is understood that evaluation costs vary depending on the complexity and the scope of the project, the evaluation team composition (number of evaluators, national or international consultants) and the field missions to be undertaken.
Project Managers are responsible for tracking the implementation of evaluation recommendations by filling in the Evaluation Follow-up Plan (EFP) within one month after issuance of the evaluation report Project Managers, and alternatively, their supervisors, ensure monitoring of the progress of the EFP and update it regularly.
Then, IEU reports annually to the Executive Director and to UNODC management on the implementation of evaluation recommendations.
Please refer to Chapter IV, Section C. for further information on EFPs and follow-up to evaluation recommendations.
The planning and management of Independent Project Evaluations is presented in greater detail in Chapters II and III which provide step-by-step guidance.
b) Cluster Evaluations
Cluster Evaluations look across a group of projects to identify commonalities and synergies that together take on greater significance.
Whenever meaningful, projects should be aggregated by theme, sub-programme or any other relevant unit of analysis to ensure evaluation cohesion within the evaluation portfolio.
ii. Roles and Responsibilities
Cluster Evaluations are managed by Project Managers but are conducted by independent external evaluator(s), under guidance of and in cooperation with IEU.