How to decide on an evaluation type
The type of evaluation depends on what those who will use it want to learn about the programme. The following points need to be considered in designing an evaluation:
- The evaluation purpose, i.e. what decisions or actions require information from the evaluation
- Audiences for the information from the evaluation, i.e. beneficiaries, donors, board, management, staff etc.
- The kinds of information needed to make decisions and/or enlighten intended audiences, e.g. information to understand the programme processes (inputs, activities and outputs), beneficiaries who experience the service and products, strengths and weakness of the programme, benefits to beneficiaries or partners (outcomes), how the programme failed and why, etc.
- Information sources, e.g. beneficiaries, staff, partners, programmes documentation, etc.
- How that information may be collected in a reasonable fashion, i.e. questionnaires, interviews, examining documentation, observing beneficiaries, conducting focus groups among beneficiaries and partners, etc.
- When the information is needed, and by when must it be collected
- The resources that are available to collect the information
Evaluation types
Overall, UNIFEM evaluations are categorized as either corporate (managed by the Evaluation Unit at HQ and conducted by external evaluators) or decentralized evaluations (done through other areas of UNIFEM). To undertake evaluation planning – defined as scanning existing and planned programming and deciding what evaluations will be conducted in future – it will be helpful to examine advice provided in the Guidance Note on Evaluation Types and Modalities.
Evaluation Subtypes and Modalities
Additional sub types of evaluations also exist, based on the scope, timing or unit of analysis as demonstrated below.
EVALUATION SUB-TYPES
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Evaluation modalities refers to who manages the evaluation and to who conducts the evaluation. Variations in modalities are presented below:
EVALUATION MODALITIES
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GE / HR responsive evaluation is characterized by the “integration of gender equality and human rights based approach in evaluation processes, approaches, methods and use” – which speaks to participation and inclusion. While individual evaluations have been the ‘fall back approach’ in past, this Guide seeks to encourage the more robust results that can be obtained through broader participation in evaluation and that which is promoted in HRBA, which “requires a shift in orientation, away from direct service delivery and towards supporting national actors in their efforts to realize rights.”
Joint evaluations are undoubtedly a more complex process to manage. There is a need to allocate time for coordination activities in the preparation, conduct and use phases of the evaluation and they can require negotiation skills to reach consensus amongst those included in the management of the evaluation.
The key message is, that while there are numerous ways to categorize an evaluation, the manager need not focus on the label. These different types represent a variety of ways GE/HR responsive evaluation can approach its work and all are designed to satisfy the evaluation audience (the manager and programme partners) and to assist in using evaluation results for learning more about the programme and about GE/HR interventions (what works and what does not).
Tips: Don’t worry about what type of evaluation you need or are doing – think about what you need to know to make the programme decisions you need to make. Use this section as background information for Evaluation Preparation
