Family planning management training project : external interim evaluation

FPMT clearly addresses a major need. The project design, however, fell short of what was needed to meet the actual project objective, i.e., to strengthen leadership and management FP programs. A primary focus on training alone, in the absence of a strategy for organizational development, is not likely to strengthen the management of FP organizations. Fortunately, MSH recognized this shortcoming and has focused instead on the organizational and management development needs of organizations conducting FP programs. FPMT staff refer to this as "institutional development." They emphasize, correctly, that formal training is but one part of improving the management of an organization. FPMT has effectively expanded its role and, consequently, improved its capacity to enhance the performance of FP organizations. MSH is on schedule in meeting most contract deliverables. An exception is long-term training, but that de-emphasis is appropriate. MSH's contract should be revised accordingly. FPMT has developed an effective conceptual framework that helps organize the myriad activities that a centrally funded project engages in while functioning worldwide. The "Stages of Program Development" framework, which was developed by FPMT as a starting point in assessing the FP programs of countries and client organizations and for tailoring FPMT assistance to their stages of development (emergence/survival, growth, and maturity), is a useful, innovative approach. It could benefit, however, from further refinement. Project Components: (1) Needs Assessments and Management Development Plans have for the most part been well executed and have identified the priority management problems of the client organizations. (2) Training - FPMT has done an excellent job in carrying out most of its short-term, LDC-based workshops and other specifically designed training activities. Other donor organizations are beginning to ask FPMT for assistance, which speaks very highly of the appropriateness of FPMT's client-tailored training. Long-term U.S. training has been handled quite well, but MSH is correct in concluding that it is not a very effective or appropriate means for strengthening FP organizations, especially those struggling to get programs started. (3) TA - while envisioned by AID as follow-up assistance after training, FPMT has commendably made TA (in institutional development) the central component of the project and generally done an outstanding job in this area. (4) Materials and course development has been uneven. Only a few of the many good starts at materials development have been completed in a way that ensures the continued usability of the materials to the client organizations or their transferability to other programs and projects. The consortium structure has not contributed greatly to the achievement of FPMT objectives. The exception is LASPAU (the Latin American Scholarship Program of American Universities, which has a single task - placement of long-term training candidates - but even in this, LASPAU functions more as a subcontractor than a consortium partner. Finally, FPMT has developed good criteria for evaluating its training activities. It has not, however, developed adequate criteria for evaluating its organizational development activities. (Author abstract, modified)