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  Headed by Katharina Kayser, Chief, IES is composed by the team members:

Katherine Aston: Deputy Chief of IES; overseeing the evaluation portfolio and In-Depth Evaluations; focal point for evaluation methodologies, normative tools.

  Carlos Asenjo Ruiz: Focal point for Evaluation Normative Tools and Programme Evaluation; focal point for In-Depth Evaluations and National Evaluation Capacity Building.

Eduardo Toscani: Backstopping of Independent Project Evaluations, contributing to In-Depth Evaluations, evaluation methodologies and normative tools.

  Charlotte Gunnarsson: Focal point for Project Oversight, Budget, Backstopping of Independent Project and In-Depth Evaluations.
  Emanuel Lohninger: Backstopping of Independent Project Evaluations and In-Depth Evaluations, Gender Equality, Results Based Management, Meta-Analyses, the IES website, Unite Evaluation, and Evaluation Application in ProFi.
  Premmanee Saowadan: Focal Point for administrative and logistic support especially in relation to the website, consultants database as well as evaluation-processes.

The Independent Evaluation Section (IES) is leading and guiding evaluations in order to provide objective information on the performance of UNODC. IES reports directly to the Executive Director and Member States.

As a member of the United Nations Evaluation Group (UNEG), IES is following its Norms and Standards.


IES's work is based on three pillars - as can be seen in the graphic below:

  1. National Evaluation Capacity Building and SDGs
  2. Evaluation results
  3. Evaluation knowledge products



IES is committed to deliver on these three outcomes, and in particular:

1. Leading and guiding independent evaluations;

2. Guiding and supporting UNODC in developing and implementing an evaluation culture throughout UNODC;

3. Ensuring a coherent and consistent evaluation approach across UNODC;

4. Developing evaluation capacity throughout UNODC by providing evaluation training material and carrying out customized training;

5. Supporting Member States in developing national evaluation capacity;

6. Sharing findings of project and programme evaluations and examining areas with high improvement potentials;

7. Reporting on the follow-up to evaluation recommendations.

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As per the Commission on Narcotic Drugs resolution 52/14 and Commission on Crime Prevention and Criminal Justice resolution 18/6, pursuant to paragraph 16 (a), IEU was re-established as of 1 January 2010 and re-named to Independent Evaluation Section (IES) in November 2018.

As per the Commission on Narcotic Drugs resolution 54/10 and Commission on Crime Prevention and Criminal Justice resolution 20/1, pursuant to paragraph 6 -10, the Commission recalls the establishment of a sustainable, effective and operationally independent evaluation unit; urges the Secretariat to ensure that the Independent Evaluation Unit becomes fully staffed and operational without further delay; invites the Unit to focus its evaluations on implementation, performance and impact of thematic and regional programmes; requests the Secretariat to promote a culture of evaluation throughout UNODC and to mainstream the use of relevant monitoring and evaluation tools in programme planning and implementation as well as to provide training to staff at the headquarters and its field offices.

The Report of the Economic and Social Council (ECOSOC), 2010, (E/CN.7/2010/13-E/CN.15/2010/13), states that the report has been prepared pursuant to Commission on Narcotic Drugs resolution 52/14 and Commission on Crime Prevention and Criminal Justice resolution 18/6, in which the Commissions requested the re-establishment of an independent evaluation unit.

As per the Report on the Commission on Narcotic Drugs (the reconvened fifty-second session, 2009) (E/2009/28/Add.1 E/CN.7/2009/12/Add.1), the Commission calls for adequate provisions for the establishment of a sustainable, effective and operationally Independent Evaluation Unit:

(a) The necessary resources should be made available to fund the Unit through reallocation of resources from the regular budget of the United Nations available to the Office;

(b) The Executive Director should ensure independent, timely and effective evaluations, in line with the Norms and Standards of the United Nations Evaluation Group (UNEG); further following the recommendations of the Office of Internal Oversight Services  (OIOS) Inspection of Programme Level Monitoring and Evaluation of the United Nations Office on Drugs and Crime, Oct 2009, (IED 09-006);

(c) The Unit should further be functionally and operationally independent and should be part of the Office of the Executive Director;

(d) The Executive Director should delegate authority to make all personnel and operational decisions concerning staff and consultants to the head of the Unit in line with the relevant General Assembly resolutions and in conformity with the Staff Regulations and Rules of the United Nations;

(e) The Unit should circulate its reports simultaneously to the Executive Director and to Member States, with management responses being provided subsequently, and the reports should be submitted to the Commission for its consideration;

(f) The Unit should establish an appropriate cycle for its reports, including the annual evaluation report, with a view to ensuring that its reports are available to all Member States well in advance of the session of the Commission held in the first part of each year; and

(g) The reports of the Unit have to be made public and accessible.

As per the General Assembly Report 2011 A/66/71 on Strengthening the Role of Evaluation, it is stated that while the existence of evaluation policies had beneficial effects on evaluation capacity and quality, despite progress in some areas, evaluation has yet to become a fully accepted management function.

As per the Report of the twentieth session of the Commision on Crime Prevention and Criminal Justice, 2010-2011 (E/2011/30 and E/CN.15/2011/21), ECOSOC requests:

(a) the Secretariat to promote a culture of evaluation throughout the organization, to mainstream the use of relevant monitoring and evaluation tools in programme planning and implementation and to provide adequate training, as appropriate and within available resources, to staff both at Headquarters and in Field Offices; and

(b) that all regional and thematic programmes include provisions for evaluation, including an evaluation budget, an evaluation report and evaluation skills capacity development, and that already existing programmes be supplemented with annexes containing such provisions.

As per the Report of the Joint Inspection Unit on the Review of Management and Administration at the United Nations Office on Drugs and Crime, 2010, (JIU/REP/2010/10), the evaluation function at UNODC is a priority area of consideration as it is of primary importance for UNODC to be able to measure and demonstrate the effectiveness and efficiency of its programme delivery and related programmes outcomes. In addition, IES has a role to play in many important areas such as accountability, learning mechanisms and enhanced project/programme designing within the Office

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The UNODC evaluation policy is both the guiding and the binding document for the organization in relation to UNODC evaluations. The policy has been endorsed at the highest level by Member States and the Executive Director of UNODC.

The commitment of UNODC extends to promoting a culture of evaluation throughout the organization as well as amongst partner organizations. In practice this means:

  • Providing clear procedures and guidance for evaluation processes, including clearly stated roles and responsibilities for all parties involved
  • Providing adequate and ongoing support to programme/project managers tasked with managing evaluations
  • Facilitating the engagement of a range of internal and external stakeholders in each evaluation process
  • Fostering ongoing learning about good evaluation practice
  • Ensuring that evaluation results are broadly shared to improve programming, strategy, operations and organizational learning

Specific practices to support organizational learning include evaluation briefings and debriefings, wide dissemination of all published evaluation reports, preparing and sharing evaluation briefs that highlight the results of in-depth evaluations, and having the lessons learned and recommendations from evaluation reports easily accessible as searchable databases on the evaluation portal.

The evaluation policy of UNODC is an important reference document for both staff and Member States. It sets out the principles and rules that guide the Organization's decisions and actions when planning, conducting, disseminating and using evaluations.

Evaluation is an institutional responsibility. It is the responsibility of senior management to promote a culture of evaluation and be champions of evaluation. It is the responsibility of all staff to follow the principles set out in the Organization's evaluation policy.

More information on the evaluation policy can be found here.

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