Centre for African Family Studies (CAFS) III project evaluation

Phase I focused on developing internal management and technology transfer systems and on institutional capacity building. CAFS has not achieved all of the required and desired indicators in the five targeted intervention areas (internal management, personnel management, financial management, technology transfer, and marketing). However, CAFS has made good progress and has achieved a sufficient level of performance to warrant a 1-year extension of Phase I. During this period, CAFS should attain all required indicators and be poised to enter into the performance-based funding mechanism envisioned for Phase II. (Recommendations for achieving the desired level of performance in each of the five intervention areas are provided.) From the standpoint of income generation, training is CAFS" strongest product, followed by TA. The success of training rests primarily on the competencies of individual trainers. CAFS needs to focus attention more on developing sound products that respond to clearly identified market needs. The determination of which products are ultimately "best" will depend on a quality product, successful marketing, and available funding. TA has strong potential, as evidenced by a dramatic rise in its contribution to income generation over the past 4 months. At present, conducting TA actually costs CAFS money. TA opportunities must therefore be selected with discretion. To address this situation, CAFS should also examine its ability to market TA in a package with training in order to make it profitable. Research services and products are weak in the Nairobi office and non-existent in the Lome office. If CAFS continues to offer research as one of their services, it should focus on training-related research.