Mid-term process evaluation of training for development, USAID/Kenya

training to approximately 155 Kenyans from both the public and private sectors. Participants are selected on the basis of outstanding personal qualities that indicate potential for professional leadership; all stages of the project, from selection and orientation, through training plan design and follow-on, are oriented toward enhancing the participants' professional leadership skills. The project is one of the best participant training projects in A.I.D. today in terms of the quality of every stage of the training process. The successful implementation of the project is due in part to a good project design and a capable contractor. Equally important, however, has been the ability of USAID, the project committees, and the contractor to continuously monitor, reassess, and improve procedures and rationale. Over the years, the project has improved both in conceptual definition and implementation to evolve to its current status. Project management procedures are operational and effective and have evoked a high level of commitment from host country and contractor personnel. Training procedures are fully in place and are successful in selecting qualified individuals and placing them in appropriate training programs. The high quality of services are the function not only of a capable contractor, but also of the willingness of AID to provide the necessary funding. Although the cost of the contractor services is unusual, the quality of the services provided are also well beyond the standard. At this point in the project, there are few if any significant changes to be made in project management, selection, or placement activities. The major new challenge for the remaining life of the project is to expand on the relatively new re-entry and follow-on components; in particular, USAID/Kenya must clearly define the nature of the relationship desired with returned participants. Current activities are exploratory in nature, with a pilot activity in funding small projects proposed by returned participants, a participant directory, and an alumni association (if it is initiated by returnees). Other options include support for management seminars or other in-country training programs. The primary question for USAID/Kenya is what level of support is appropriate, for which activities, and for how long. The current program is entirely dependent on contractor services, and is therefore limited in time to the current LOP. Depending on its objectives, USAID may wish to explore other mechanisms for maintaining some level of linkages and support to these individuals in whom it has invested so much. A range of options for future project design exist should the mission decide to fund a TFD II. Design issues will include the advisability of greater project focus compared to the current demand driven training, policy issues on selection criteria and types of training, and management issues on the structure and scope of an implementation contract. (Author abstract)