Midterm evaluation of the enterprise program

External evaluation covers the period 9/85-2/89. The project is on schedule, with 62 of a targeted 80 subprojects (SP's) initiated. Of these, 42 are service delivery SP's in which personnel seem dedicated and services appear of high quality; some SP's are quite innovative. In many countries, project staff have established good working relationships and name recognition as well as a positive attitude toward the project concept. Workshops have helped spread the concept and some businesses have expanded the provision of services using their own funds. In one country, a coordinating unit has been established that may serve to institutionalize the project concept at the national level. Despite these achievements, overall project impact is not likely to be significant. First, project efforts are too diffuse. The project has no overarching strategy for targeting key economic sectors and industries for employment-based activities. Instead, the project has tended to work only with the large companies in the organized sector that are easiest to penetrate, such as the mining industry and plantations. Second, major increases in prevalence will probably either not be achieved or not be attributable to the project. Only 250,000-450,000 acceptors are expected, and many of these are continuing clients of participating firms that were already providing FP services. Third, despite good work with PVO's, the financial problems of most PVO's have drained project resources away from efforts to develop new delivery approaches in the for-profit sector. It is recommended that the project consolidate activities in fewer countries, decentralize authority, and place higher priority on the systematic collection and dissemination of information on successful approaches to FP service delivery. No new PVO activities should be aimed solely at PVO strengthening or self-sustainability. PVO's should be used only to provide support services to participating for-profit firms in such areas as market training and public education.