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, Project/Programme Managers 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
All programme/project documents and revisions thereof are required to include a tentative evaluation plan. IES reviews and clears such in the Direct Approval process and for the UNODC Programme Review Committee (PRC). To avoid last minute changes, pre-consultation with IES is recommended.
There is a Template for the evaluation paragraph in the Project Document (English); (Spanish) and the Project Revision (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; 6) Prior evaluations; and, 7) whether a Cluster evaluation is planned. See Evaluation Cluster Guidelines.
The administrative process starts 8 months before the planned completion of an Independent Project Evaluation (IPE) (Evaluation Flowchart IPE) and 10-12 months of an In-depth Evaluation (IDE) (Evaluation Flowchart IDE).
The Manager 1) informs IES and key stakeholders of the evaluation; 2) confirms modality, timing and sufficient funding; and, 3) initiates the IPE (IES initiates an IDE). See Unite Evaluations User Manual for Programme Managers.
See also Evaluation during Covid-19 Crisis
After consultation with IES, the Manager drafts the ToR (Evaluation
ToR Template) and submits through Unite Evaluations. See Unite
Evaluations User Manual for Programme Managers.
The ToR outline the purpose and the key questions to be answered; time frame and deliverables; as well as stakeholders and the use of the evaluation results.
Evaluation Handbook (Guide for project/programme managers and evaluators);
Evaluation Handbook (Practical guide to carry out high quality evaluations)
The Manager identifies qualified candidates for the evaluation team in line with guidance by IES. IES further reviews and clears proposed candidates before the recruitment may be initiated.
Minimum number for an IPE is one lead evaluator with extensive evaluation expertise and one substantive expert in the subject area of the programme/project to be evaluated. At least one in the evaluation team should have expertise in human rights and gender equality. An IDE requires additional experts.
Once the evaluation team is recruited, the desk review phase starts, with the Manager providing all desk review materials.
The evaluation team reviews and analyses the materials and elaborates on e.g. the evaluation methodology and tools and includes all in an inception report (Evaluation Inception Report Template) through Unite Evaluations for IES review and clearance.
The evaluation team collects data, using various tools and methods, often remotely, ensuring a mixed-methods and inclusive, gender-responsive approach.
See also Evaluation during Covid-19 Crisis
The Manager provides logistical support to facilitate data collection, including interview schedules, as well as any additional background materials as required.
The evaluation team drafts the evaluation report (Evaluation Report Template IPE); (Evaluation Report Template IDE) and submits through Unite Evaluations to IES, followed by a review by the Manager and key stakeholders for any factual errors.
After clearance of the Final Report, a 2-page Brief (Evaluation Brief Template IPE); (Evaluation Brief Template IDE) and PowerPoint slides of the final results the lead evaluator presents the evaluation results to key stakeholders.
The evaluation process does not end with the final evaluation report. In the light of the evaluation
recommendations, Programme/Project Managers discuss and liaise with relevant parties, including senior management,
other UNODC sections, donors, etc. and prepare a Management Response (MR). The MR is included in a table in the final evaluation
report, indicating whether each recommendation is accepted/partially accepted or rejected, together with action to be taken
to implement. For an IDE, a written narrative (approximately 1–2 pages) is further added to the final report.
Managers are also responsible for the development of an Evaluation Follow-up Plan (EFP) on the implementation of the evaluation recommendations. The EFP is prepared in the on-line evaluation management application Unite Evaluations and is reviewed and cleared by IES. See Guidance for the drafting and monitoring of the Follow-up Plan. The Manager is required to update the Follow-up Plan once a year. IES further reports on the implementation of recommendations to the Executive Director and Member States on an annual basis.
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 (Evaluation Quality Assessment Template). See the Evaluation Quality Assessment Report 2019 and the 2-page Summary.
