Source: UNODC Evaluation Handbook, p. 11

  Evaluation is often seen as an "end of project cycle" exercise. Evaluation, however, plays a distinct role at all stages of the project cycle.

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Evaluation is part of the project cycle and is planned for at the design stage for all UNODC projects and programmes. 

Findings of evaluation reports is a precious input into the decision-making and planning processes. Evaluation enables continuous improvement and learning through implementation of recommendations, understanding and incorporation of lessons learned from past evaluations into new strategies, programmes and projects.

The planning begins with the identification of ideas in consultation with stakeholders. The Project Manager and relevant Offices and Units then formulate the project/programme document. The Project Manager  is further responsible for consulting already existing Evaluation Plans to ensure coordination with evaluations that may take place at the same time or in the same geographical or thematic areas.

Source: UNODC Evaluation Handbook, p. 45
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When preparing or revising a project or programme document, IES needs to be consulted prior to submitting any document for clearance.

The following evaluation criteria need to be included in the paragraph on evaluation:

1. Type of evaluation

1.1) Mid-term and/or final evaluation;

1.2) Independent Project Evaluation or In-Depth Evaluation;

1.3) Rationale for this choice.

A mid-term evaluation is formative in nature and typically used to assess achievements half-way through the project or programme and to derive lessons for implementation.
A final evaluation is performed shortly before the end of a project (or of a project's phase) to ensure evaluation capacity. The aim is to determine the extent to which planned and unplanned objectives and outcomes were achieved, to identify the factors of success or failure, to assess the sustainability of the benefits generated, and to draw conclusions that may inform future programming, policy making and overall organizational learning.

Further information (please click): Evaluation Criteria

2. Purpose of the evaluation

2.1) Purpose (e.g. utilization of evaluation findings, capture innovative dimensions, plan for future project phase, present findings at a specific event etc.)

Further information (please click): Evaluation Handbook

3. Timing 

3.1) Year of the evaluation;

3.2) Time plan for evaluation preparation and implementation;

3.3) Indicate whether, in the case of a project extension, initially planned evaluations are rescheduled.

Recommended time plan: In-Depth Evaluations (IDE): 10-12 months, Independent Project Evaluations (IPE): 6 months.

Please note that a final evaluation needs to be undertaken before completion of each project or programme.

For all projects or programmes with a duration of more than four years, a mid-term, as well as a final evaluation is required.

Further information (please click): Evaluation Handbook

4. Prior evaluation

4.1) Year, type and main evaluation findings and recommendations of prior evaluations, if any.

5. Evaluation budget

5.1) Independent Project Evaluations

1. Create a WBSE for Evaluation. (Please note that Monitoring should be on a separate WBSE).
2. Allocate funds (2-3% of the overall budget) under the WBSE as  follows:

  • a) Fees for evaluators: budget class FT30_Class_010 (Staff and Other Personnel Costs) (In the shopping cart, select Consultant Services/Delivery with general ledger 74171010);
  • b) Evaluator travel: Commitment item 74172010 (OE Consulting Service Individual Travel) under FT30_CLASS_010 (staff and other personnel costs).
Note: A matrix to calculate the minimum tentative costs per evaluation can be requested from IEU.

c) Miscellaneous other costs should be budgeted and charged to the corresponding commitment item based on the nature of the expense.

5.2) In-Depth Evaluations

1. Create a WBSE for Evaluation with the cost center 13401;
2. Allocate funds in line with the above;
3. Provide the coding block to IES.

The recommended minimum amount to be reserved for an evaluation is 2-3% of the overall budget. Furthermore a minimum of two evaluators need to be contracted (regional and gender balanced).

6. Evaluation management

6.1) Roles and responsibilities of the Project Manager, the main stakeholders and IES in the evaluation process (in line with the matrixes on Evaluation Roles and Responsibilities).


Please find further, detailed information on the various pages of this website, especially: Evaluation Step-by-Step, Evaluation Tools and the Evaluation Handbook

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Evaluation reports, through evidence based findings and thorough analysis, allow UNODC to show Donors and Member States the work that has been achieved, the positive outcomes of UNODC's engagement as well as the gaps that remain to be filled.
Mid-term evaluations also provide important findings and recommendations which point out the positive and the negative aspects of the work being conducted. By undertaking an evaluation and by following its recommendations, an Organization can ensure success and prevent easily avoidable mistakes from happening. This allows UNODC to reach its goals and achieve planned outcomes as set in its strategies.
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