APPRAISAL OF PROGRAM EFFECTIVENESS AND MANAGEMENT OF THE AMERICAN INSTITUTE FOR FREE LABOR DEVELOPMENT-BASED ON INFORMATION OBTAINED IN BRAZIL, GUYANA, HONDURAS, AND WASHINGTON, DC.

TO REPRESENT AIFLD'S PROGRAM AS A WHOLE, THE REPORT EVALUATES AIFLD OPERATIONS IN 3 COUNTRIES: BRAZIL, GUYANA, AND HONDURAS. EVALUATION INCLUDED INTERVIEWS WITH USAID PERSONNEL, HOST GOVERNMENT OFFICIALS, AND LABOR LEADERS AS WELL AS OBSERVATION OF TRAINING AND REVIEW OF PROJECT DOCUMENTATION. (FOR DETAILS OF THE COUNTRY-SPECIFIC SECTIONS OF THIS REPORT, SEE XD-AAB-044-A, XD-AAB-044-B1.) IN ALL 3 COUNTRIES, THE AIFLD LABOR EDUCATION PROGRAM AND SOCIAL PROJECTS HAVE GENERALLY CONTRIBUTED TO THE GROWTH IN UNION ACTIVITY. MAJOR IMPROVEMENTS IN AIFLD MANAGEMENT ARE CALLED FOR. THE MOST SERIOUS SHORTCOMINGS IN AIFLD MANAGEMENT ARE THE ABSENCE OF CLEAR OPERATIONAL OBJECTIVES,A TIME FRAME FOR ACHIEVING THEM, AN EXPLICIT STRATEGY, A CONSIDERATION OF ALTERNATIVE PROGRAMS, AND AN INFORMATION SYSTEM FOR SELF-EVALUATION AND PROGRAM MODIFICATION. AUTHORS RECOMMEND THAT AIFLD CREATE A SENIOR STAFF POSITION FOR PLANNING, EVALUATION, AND CONTROL. REPORT ALSO CONTAINS VARIOUS BUDGETARY, FINANCIAL CONTROL, AND INTERNAL MANAGEMENT RECOMMENDATIONS. THE EDUCATION PROGRAMS IN ALL 3 COUNTRIES HAVE HAD SUFFICIENT IMPACT TO WARRANT CHANGES IN EMPHASIS AND DIRECTION. GOALS OF THE AIFLD EDUCATION PROGRAM SHOULD PRIMARILY BE TO (1) ENCOURAGE LOCAL UNIONS AND FEDERATIONS TO ASSUME RESPONSIBILITY FOR FINANCING AND OPERATING THE BASIC WORKER ORIENTATION COURSES, AND (2) CONCENTRATE AIFLD RESOURCES ON FILLING SPECIALIZED TRAINING NEEDS, INCLUDING ADVANCED LEADERSHIP TRAINING. REPORT FURTHER RECOMMENDS THAT RESPONSIBILITY FOR FINANCING AND OPERATING ALL SOCIAL PROJECT ACTIVITIES SHOULD BE TRANSFERRED TO LOCAL LABOR GROUPS AS SOON AS POSSIBLE. USAID SHOULD CONTINUE TO SUPPORT AIFLD'S ROLE IN THE DEVELOPMENT OF RURAL OR CAMPESINO UNIONS.