Final report : technical resources II project (388-0074) -- mid-term evaluation

The project has been implemented by the Ministry of Panning's External Resources Division (ERD). Evaluation covers the period 1988-9/94. Project TA has supported capacity building in several forms: policy reforms and institution building in BDG and USAID priority areas; introduction of modern Management Information Systems and analytical methods in BDG institutions; improvements in policy analysis and research capacity in agriculture and food sectors in BDG institutions; and transfer of modern skills through training. However, frequent rotations and loss of trained personnel in client institutions, and insufficient progress on required policy reforms on the part of the BDG may threaten sustainability. The project's umbrella financing mechanism implies that USAID and BDG share equally in selecting activities for funding. However, as there is no formal structure that fosters coordination, activities have been selected on an ad hoc basis, and it appears that the use of project TA and training has been supply- rather than demand-driven. Many of the activities receiving funding are carryovers from the project's predecessor (TR I), belong to other donors, or are unilateral (USAID) initiatives. It is recommended that the project adopt public administration as an overall framework for its future operations, and undertake collaborative planning so that the activities chosen for funding are those that will help the project to meet its goals. Along the same lines, the project should create an on-the-job training program for ministerial personnel. ERD should select participants for short-term overseas training based on merit primarily (women display relatively higher motivation and take an active interest in applying acquired skills and hence deserve special attention), and improve the design of programs, attempting to use regional training institutions to the maximum extent possible to reduce costs and improve relevance of training, and to foster institutional linkages. Closer linkages need to be made between overseas and in-country training activities. Similarly, activities under the Development Management Training component are formulated in isolation and should be integrated to ensure relevancy of each to the other. ERD has strengthened its coordination and consultative capacities and its relationship with USAID is satisfactory, although it is understaffed and could benefit from a stronger management information system.