Final evaluation of the CERPOD [Center for Applied Research on Population and Development] promoting population policy development (PPPD) project (625-0978)

The evaluation covers the period 1988-6/95, against a PACD of 9/97. Although CERPOD is currently in the midst of transition and turmoil (due to a physical relocation and the restructuring of its parent organization, the Interstate Committee for the Fight Against Drought in the Sahel -- CILSS), its work continues with a high level of competence and commitment by an extraordinary staff. Through a series of TA contracts, collaborations, and appendices, CERPOD has improved its internal management and provided extensive and varied services in the Sahel and beyond. With respect to internal management, CERPOD has adopted an accounting system that is a model for CILSS and is well-respected by USAID, introduced time cards, and improved accountability for and timing of the procurement of commodities; the indirect cost rate has been determined, the technology for doing so has been transferred to CERPOD staff, and the rate is being applied with good results to all new projects. Additionally, CERPOD has adopted strategic planning techniques, and adopted a new organizational structure. Although CERPOD has been provided with evaluation skills training, the training has not yet been applied. CERPOD has been introduced to desktop publishing which it has used to some extent. However, CERPOD still needs leadership skills training and management TA, the organization's researchers and administrators are overburdened, administrative procedures remain cumbersome, and cost accounting has only been partially implemented. Also, there is a need for follow-up to plans for the development of an endowment fund, USAID Missions in Africa need to be made more aware of CERPOD, and the computerized modular bidding profile has not been developed. CERPOD has not implemented its information policy, the number of publications produced by CERPOD has diminished in the last few years, and evaluation techniques are not in place. In terms of service provision, CERPOD has accomplished the following. (1) Most of the demographic/population-related research and analysis called for in the project paper has been completed to varying degrees, although there has been concern about allocating work to undertrained staff because fully trained staff are overburdened. (2) Many training programs have been provided and well-received. However, virtually all of trainees hold government positions, and many have subsequently shifted to new positions unrelated to training received. (3) CERPOD provides TA in data collection and processing and analysis, and training in West Africa through conferences, seminars, workshops, and to individual government agencies. While the technical work has been excellent, follow-up has been inadequate. (4) Information dissemination to policy makers, planners, and other individuals has been CERPOD's weakest activity, with research studies and analytic papers going unpublished and undisseminated, and journals diminishing in frequency of publication over the last 5 years. Visits to Burkina Faso, Niger, and Senegal revealed that while government officials and staff of agencies who knew CERPOD found its work useful, most were not aware of the range of CERPOD's services. These Sahelian officials have a great deal of pride in CERPOD as a Sahelian organization and would like very much for it to become the executing agency for large donor projects.