Evaluation Guidance for Project Managers

PLANNING FOR EVALUATION AT THE DESIGN STAGE

Programmes and projects need to be designed with evaluation in mind as evaluation is an essential part of their life cycle. See Evaluation in the Project/Programme Cycle

When formulating a new project/programme or a revision, the Programme Manager should: 1) Review prior evaluation results to inform the design; 2) Review evaluation plans to ensure coordination and coherence; 3) Carefully plan the timing of the evaluation; and, 4) Ensure sufficient funding (calculated with the Evaluation Budget Matrix). 

All evaluations are further guided by the principles of human rights, gender equality and leaving no one behind. See Human Rights and Gender Equality

Evaluation Handbook (Overall context of evaluation)

APPROVING PROCESS OF EVALUATION IN A PROJECT

All programme and project documents and revisions thereof are required to include a tentative evaluation plan. IES reviews and clears such in the Direct Approval process and the UNODC Programme Review Committee (PRC). To avoid last minute changes, pre-consultation with IES is recommended.

There is a Template text for the Evaluation Plan in IPMR (English), (Spanish)Required details include: 1) Type of evaluation; 2) Quarter and year to initiate the evaluation; 3) Budget (calculated with the Evaluation Budget Matrix) 4) Use of evaluation results; and, 6) Prior evaluations.

There is also a template for ProFi for the Project Document (English), (Spanish) and the Project Revision (English), (Spanish).

Evaluation Handbook (Overall context of evaluation)

INDEPENDENT PROJECT EVALUATION

The responsibility for managing Independent Project Evaluations (IPEs) lies with the Manager of the programme/project being evaluated. An IPE is conducted by independent external evaluators. IES backstops the process, including reviewing and clearing all deliverables in the process, as well as provides quality assurance and guidance throughout the process.

An IPE is initiated 8 months prior to the planned date of completion of the project (final evaluation) or half way through the duration of the project (mid-term evaluation) by the Manager in Unite Evaluations. See Unite Evaluations User Manual for Programme ManagersClick here for access to Unite Evaluations. See also Evaluation Step by Step

Evaluation Flowchart IPE 

Evaluation ToR Template 

Evaluation Inception Report Template

Evaluation Report Template IPE; Evaluation Brief Template IPE

United Nations Editorial Manual Online

Evaluation Handbook (Guide for project/programme managers and evaluators;  and Practical guide to carry out high quality evaluations)

See also Evaluation during COVID19 Crisis 

IN-DEPTH EVALUATION

In-depth Evaluations (IDEs) are usually large-scale strategic evaluations of corporate-level initiatives, policies, approaches, country/regional/thematic or global programmes. An IDE is undertaken by independent external evaluators or specialized companies, is managed by IES and also involves staff from IES as part of the evaluation team. IES further initiates the IDE in the on-line evaluation management application Unite Evaluations.

IDEs usually require extensive consultation, take longer to complete, command significantly larger budgets, and the reports are shared with a wider audience. IDEs are initiated 10-12 months prior to the planned date of completion of the intervention. See also Evaluation Step by Step

Evaluation Flowchart IDE

Evaluation ToR Template 

Evaluation Inception Report Template

Evaluation Report Template IDE; Evaluation Brief Template IDE 

United Nations Editorial Manual Online

Evaluation Handbook (Guide for project/programme managers and evaluators; and Practical guide to carry out high quality evaluations)

See also Evaluation during COVID-19 Crisis 

FOLLOW-UP & USING RESULTS
As a final step of an evaluation, the Programme/Project Manager discusses and liaises with relevant internal and external stakeholders (Senior Management, UNODC Offices/Sections/Units, donors etc.) in order to develop an Evaluation Follow-up Plan (EFP) and a Management Response (MR).  Discussing the EFP and MR is critical to ensure that all efforts put into an evaluation produce impact. This process further provides for an opportunity to share results and provide feedback on the evaluation. The EFP is an action plan outlining the responsibilities and timelines. It lays out the MR and how accepted and partially accepted recommendations will be implemented and the specific and time-bound activities to be enacted. The EFP should be continuously monitored. On an annual basis, the PM is further asked to update the implementation of the EFP and provide a justification in case the follow-up action has not been fully implemented. 
 
Completing the EFP and MR is mandatory and a pre-requisite for finalization of the evaluation process and clearance of the Final Evaluation Report by the Independent Evaluation Section.
 
The evaluation report is further disseminated by Programme/Project Manager for learning and improved UNODC programming. IES shares evaluation results with Member States and UNODC's Executive Director, as well as publishes Evaluation Reports and Evaluation Briefs on its website. All UNODC Evaluation Reports further undergo an external quality assessment (EQA). See the Evaluation Quality Assessment Template as well as all published EQA Reports and 2-page Summaries.