Final evaluation of PROCOSI, a child survival private voluntary organization network (La Paz, Bolivia)

The evaluation covers the period 1987-10/90. PROCOSI's relationships with its members (most are U.S. PVO's) were characterized by tension and misunderstanding during the first one and a half years, mainly due to problems in clarifying the roles and responsibilities of its organizational components. Noticeable improvements have been made as the result of a new manager, greater involvement by the rotating executive committee, and more focused administrative and financial assistance from Save the Children Federation, the member PVO legally responsible for the grant. However, significant improvements are still needed, including reorganization of line units and the implementation of basic financial and administrative procedures. More also needs to be done to improve coordination with Bolivian entities, especially as PROCOSI moves to gain national PVO status. As a local PVO, PROCOSI will be able to shed its image as a U.S. dependency and open membership to national PVO's. PROCOSI's efforts to improve its members' operations have led to changes, but it is not certain whether these will have a positive effect or be sustained. Subgrants are an obvious benefit to the membership and have been strongly supported. However, the system for reviewing subgrant applications is weak. Review criteria are not well established and equity has been the overriding criterion for proposal endorsement. In addition, no outside technical expertise has been used in the review process. PROCOSI TA has been generally well received and is highly regarded by the field staffs of its members and others, including the Ministry of Health. However, PROCOSI lacks a coordinated system for providing and evaluating TA. Progress to date suggests that a new grant to PROCOSI should be awarded, since the network is wholly dependent on USAID/B support. Several lessons were learned. (1) In the area of organizational development, it is essential to delineate clearly a network's internal roles and function at the design stage. If the organization is to be viable, the donor must be supportive, patient, and persistent, but not intrusive or directive. (2) Concrete indicators of sustainability should be defined at the design stage. (3) TA can be an important service, motivating organizations to seek and continue membership. (4) When creating a network, it is essential to include benefits (e.g., subgrants) (5) Effective collaboration requires a long effort to create mutual trust and confidence. Such an effort must precede any expansion of the network. (6) To be successful, a network should be separate and autonomous, offer members a clear inducement to join, make an experienced member responsible for organizational systems, promote sustainability by diversifying funding and adopting a common approach to TA, have a limited and well-defined programmatic focus and a staff with strong technical and organizational skills, and have a shared vision of development and the support of its members.