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 (requires consultation with IES).
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.
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. Please note: The Programme/Project Manager completes the EFP and MR in a separate template.
See Evaluation Follow-up Plan and Management Response Guidelines and Evaluation Follow-up Plan and Management Response Template IDE; IPE. See also IES website on Evaluation Follow-up & Use of Results.
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.
