Evaluation Handbook

Chapter V: Undertaking a Participatory Self-Evaluation

 

This Chapter is addressed to Project Managers undertaking Participatory Self-Evaluations.

Participatory Self-Evaluations (PSE) promote self-learning, foster transparency, enhance ownership of evaluation results and commitment to implementing recommendations. They provide the team managing a project with an opportunity to take a step back and reflect on a project, to examine what it has done and how it has done it, to learn from that implementation experience and to improve project management. Participatory Self-Evaluations strengthen annual monitoring and help to create a culture of evaluation.

UNODC Self-Evaluation process is a participatory one as it allows stakeholders (i.e. those who are involved in or benefitting from the project) to present their assessments of UNODC results.

A. Background

It is recommended that Participatory Self-Evaluation reports are submitted in ProFi by Project Managers close to the end of the project, in accordance with the present guidelines and template.

Project Managers and stakeholders can however use the Participatory Self-Evaluation at their discretion and at any point in time of implementation to record good practices, lessons learned, unexpected results, or even operational difficulties and problems which may influence the project's future achievements.

B. Flowcharts for Producing Participatory Self-Evaluation Reports

Considering that Participatory Self-Evaluations have to be undertaken in a participatory manner through the stakeholders' written or oral response, the process needs to be planned for at least 2 to 3 months in advance. The process for each form of Participatory Self-Evaluation is described in a flowchart.

C. Guidelines for Producing Participatory Self-Evaluation Reports

The Project Manager has to initiate the Participatory Self-Evaluation process in ProFi. It should be noted that only the Project Manager (as indicated in ProFi) can initiate the process. The Project Manager can however decide to delegate parts of the exercise to the Headquarters Focal Person. It is their responsibility to coordinate in this regard.

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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 V: Undertaking a Participatory Self-Evaluation

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