If the answer to one or more of questions 1 to 3 above is ‘no’, the evaluation can still go ahead. The programme unit management, evaluation commissioner, evaluation manager and/ or the M&E focal point or specialist and stakeholders will need to make the appropriate adjustments and updates to bring the programme/ project into a position to be evaluated (which may cause implementation delays). Working with implementing partners, results models and frameworks and overall documentation should be brought up to date. A well-managed and monitored programme/ project should have these prerequisites in place by the time of the evaluation. The relevance of an evaluation (question 4) may be a consideration where a project or outcome area has been reduced in importance due to resource mobilization limitations or changes in the organizational or country context that have led to a reduced focus for UNDP. If political and socioeconomic situations (question 5) do not allow the team to carry out an evaluation in a meaningful manner, UNDP management, together with national stakeholders, may decide to wait for a more conducive environment to be secured. The evaluation may need to be flexible in its data collection approach and methodology to accommodate issues that arise (for example changing field visit sites). In crisis settings (see Box 2), such decisions should be made based on good, current analyses of the context, to ensure that the evaluation will be relevant to fast-changing situations. Factors such as security situations (safety of evaluators, staff and interviewees) and the potential impact of the evaluation on existing tensions should be carefully assessed. Box 2: Planning, monitoring and evaluation in a crisis setting If an initiative is being implemented in a crisis setting (relating to conflicts and disasters), this will have ramifications for all aspects of programming including planning, monitoring and evaluation. In general, the planning and M&E methods and mechanisms presented in these guidelines are transferable to crisis settings, with several important caveats: •
Crisis situations are dynamic, and UNDP programming should quickly respond to radical changes that can take place in such circumstances. Therefore, the situation should continually be analysed and monitored to ensure that programming remains relevant. Changes should be documented so that monitoring and evaluation of the relevance and appropriateness of development initiatives take into consideration the fluid situations in which they were conceived and implemented. This will involve continuous situational and conflict analysis.
•
Crisis situations are characteristically of (potentially) high tension between different parties. Thus, crisis- and conflict-sensitivity should be exercised in all aspects of programming, including planning, monitoring and evaluation, to ensure that both the substance and process reduce, or at least do not heighten, tensions between different parties. The security of programme staff, beneficiaries and M&E staff can be a constant concern, and risk analysis for all those involved should be constantly monitored and factored into M&E activities.
•
It is important to keep a “big picture” perspective, considering how projects and programmes connect to the wider peace process is critical, particularly for conflict prevention and peacebuilding programming. Planning, monitoring and evaluation should always factor this in to avoid a situation where a project is “successful” in terms of meeting the desired results, but has no – or negative - impacts on wider peace.
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