Evaluation
IDRC’s approach to evaluation
Evaluation is integral to IDRC’s work. We conduct evaluations to track results, improve the way we work, and to remain accountable to the Canadian government and public, donor partners, researchers, and communities we work in.
Why do we evaluate?
Evaluation helps us realize our goals and achieve results. It is a strategic intervention that supports IDRC’s mission to fund research for a more sustainable and inclusive world.
Learning
Evaluation supports our organization to be results-oriented, reflective, and questioning; to articulate the core values that underpin our work; and to use evidence to test assumptions and make decisions. More broadly, evaluation generates knowledge about research and development.
Accountability
Transparent evaluation demonstrates how investments contribute to change and ensures robust evidence on success and failure is available for decision-making. It provides opportunities for feedback from diverse perspectives about the quality and relevance of our joint efforts with partners in the Global South.
What guides our practice?
What gets evaluated?
IDRC commissions a variety of evaluations of different scope and focus and evaluates program portfolios on a rolling 5-year cycle.
Strategic evaluations assess cross-cutting thematic issues that are core to IDRC strategy and help gauge how well it is delivering on the core objectives: investing in high-quality research, sharing knowledge for greater uptake and use, and mobilizing alliances for impact. This complements corporate performance monitoring and internal assessment of progress against expected outcomes. Explore IDRC’s archived reports, and learn more about each strategic evaluation below:
- Strengthening knowledge translation at IDRC (2024)
- Building the Leaders of Today and Tomorrow (2022)
- Evaluation of IDRC’s strategy to scale research results (2020)
- Communicating research for influence (2012)
- Policy Influence on Research (2009)
- Devolving Programs (2009)
- IDRC’s Participation in Large Conferences (2009)
- Competitive Grant Projects (2008)
- Capacity Building (2008)
- Networks (2005)
Every five years, IDRC commissions Program Evaluations. In 2025-2026, they assessed the coherence and relevance of IDRC’s program implementation, research quality, and the significance of outcomes.
IDRC commissions evaluations of specific initiatives that are tailored to meet accountability and learning needs and typically provide input into future programming directions. They can focus on a portfolio of projects, organizations, or strategies. They may be formative or summative, and conducted internally or externally. For initiatives that are co-funded by multiple partners, the evaluation is designed to meet collective needs.
Not all IDRC-funded projects are externally evaluated. The decision to evaluate is made strategically based on needs, such as the project risk, learning potential, priority, phase, and/or size of the investment.
What evaluation approaches have we spearheaded?
IDRC evaluations are designed to meet the needs of intended users and thus use a diversity and combination of approaches and methods appropriate to the determined evaluation use and users to a full range of methods. IDRC has developed and contributed to the creation of several rigorous and learning-oriented evaluation frameworks and tools that are aligned with the complexities of research for development.
How do we manage evaluations?
The Manager’s Guide to Evaluation, created by IDRC in collaboration with BetterEvaluation, supports managers who are responsible for overseeing evaluations. The Guide has a focus on the decisions that influence the quality and relevance of evaluations, as well as their eventual use. Highlighted throughout is a purpose‑driven approach that encourages clarity on why evaluations are commissioned, how findings will be used, and what stakeholders should be involved.
How does monitoring support evaluation?
Robust monitoring data is foundational to effective evaluation. At IDRC, evaluation planning begins during program design and includes determining what data and evidence need to be collected and tracked over time to understand progress and assess results. Effective monitoring depends on clearly defined expected results, the strategies intended to achieve them (i.e. the theory of change), and the timeframes and milestones against which progress will be measured. Well-structured monitoring systems ensure that qualitative and quantitative evidence on progress and results is systematically collected over time, enabling evaluations to draw on relevant and credible information. Strong data management is essential to ensure the accessibility and usability of this information. Monitoring and evaluation are therefore core components of program management and require adequate time and resources.