As with any initiative, there needs to be a management structure, with associated roles and processes defined to ensure it progresses to a successful conclusion. In order to apply the principles of participation and consultation, transparency and accountability, evaluation processes should clearly define an organisation and management structure and establish the roles and responsibilities of the key players.
All evaluations should appoint an evaluation manager who will assume the day-to-day responsibility for managing the evaluation. Within the UN Women context, whenever available an evaluation or M&E specialist from UN Women regional or sub regional office should assume this role to ensure the independence of evaluation. In the absence of a specialist, a UN Women Programme Officer may assume this role or alternatively an external Task Manager may be hired to manage the evaluation process.
Day-to-day evaluation management responsibilities will include:
- serve as the central point of contact for and during the evaluation
- identify, lead and define the roles of other key players, in consultation with stakeholders
- lead the development of the evaluation terms of reference
- manage contractual issues for externally conducted evaluations
- receive and manage the distribution, discussion and acceptance of interim evaluation deliverables or products (such as data collection tools, status or progress reporting, etc.)
- ensure the quality and integrity of the evaluation process
- facilitate and ensure the use of evaluation
- lead the process of responding to evaluation results/recommendations
Further guidance on the management structure for an evaluation and on the evaluation process and roles is provided. The identification and participation of stakeholders and the development of the evaluation terms of reference are addressed in subsequent sections.
The manager needs to consider: who has decision making authority in the evaluation; how and how often must the evaluation team report; how will stakeholders be involved in the evaluation; how will unexpected issues and problems be handled. All evaluations face challenges and constraints to some degree. Most commonly these involve time, money, information / data availability, political, social, cultural and ethical considerations. GE/HR responsive evaluation brings its own, specific challenges for a number of reasons. Gender equality and human rights are sensitive issues, couched in specific political and social contexts (the programme’s political and social context). This means participatory and inclusive approaches to evaluation are critically important. Yet these very approaches are time consuming and involve managing complex relationships. Anticipating evaluation challenges and identifying known constraints help to design an evaluation which is much more likely to produce good results.
Tips: Make good use of key stakeholders to assist in the process of managing the evaluation; consult others who have undertaken this role for advice
