Evaluation Handbook

Chapter III: Managing an Independent Project Evaluation

 

This Chapter addresses UNODC Project Managers who manage Independent Project Evaluations .

Managing an evaluation process implies early preparation to lay the groundwork for a timely, relevant and useful evaluation. In light of the high levels of engagement of evaluation stakeholders in this process, the role of the Project Manager in scheduling the evaluation is crucial for success.

Depending on the complexity and size of the evaluation, the preparation period may vary.

The Independent Evaluation Unit strongly recommends reserving a minimum of three months for an Independent Project Evaluation.

Preparing for a large scale evaluation such as In-depth Evaluations may take up to six months, as it includes stakeholders' engagement, collection of background information, finalization of ToR and ensuring a common understanding of the purpose and scope, selection and recruitment of the evaluation team, preparation of the logistics, before the evaluation team is able to undertake the evaluation.

A. Schedule an Evaluation

Bearing in mind that an evaluation ought to provide information in a timely manner, so that it becomes available when the programme or project needs it most, Project Managers should determine a schedule for when to carry out a mid-term or final Independent Project Evaluation in order to plan well in advance.

B. Background Documentation Collection

The provision of the background documents is the responsibility of the Project Manager.

An initial list of background documentation, which can be refined during the evaluation process, is to be jointly prepared by the Project Manager and the Core Learning Partnership.

C. Evaluation Terms of Reference (ToR

Terms of Reference (ToR) are a written document presenting the purpose and scope of the evaluation, the  indicative methods to be used, the issues to be addressed, and the resources, schedule and reporting requirements.

D. Evaluation Team

The Project Manager and the Core Learning Partners (including UNODC, the beneficiary Government and donors) are invited to propose evaluators. The Project Manager then selects the evaluator.

E. Recruitment

Sufficient time needs to be allowed for the recruitment of the evaluators, especially since the availability of experienced evaluators is limited and well-qualified evaluators must often be contracted months in advance.

F. Logistics

Once the members of the evaluation team have been recruited, logistical arrangements need to be made for the visits of the team members. This may include arranging visits to Headquarters, Field Offices and specific operational sites, arranging meetings with key stakeholders, booking transportation and hotels and providing translation and interpretation services when needed.

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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 III Tools:

Chapter IV: Undertaking an In-depth Evaluation
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 III: Managing an Independent Project Evaluation 
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