USAID. MISSION TO JAMAICA
Evaluates project to develop the Government of Jamaica"s (GOJ) national planning capability.
SZEPESY, EUGENE J.; JOHNSON, HENRY P. · 1981
Abstract
Evaluation covers the period 11/78-9/80 and is based on a review of project documents and an interview with the project"s principal advisor. Because of this project, which terminated 8/80, GOJ"s increased project design and management capability probably will be institutionalized. In response to GOJ project dissatisfaction, a project cycle was established, adequate subproject management provided, and subproject support services improved. Project achievements consisted of subproject planning rather than implementation. Nine people were assigned to the Project Development Resource Team (PDRT). Of the former PDRT members, two are in GOJ training positions, one is involved in a major development project, one is with the Caribbean Development Bank, and another is active in Jamaica"s private sector. Further short-term training for PDRT personnel is recommended. Of the 1,042 total training participants, 330 attended workshops on project planning and management on 68 subprojects -- well above the targeted 180 attendees and 40 subprojects. During consultations on 60 subprojects, 158 people were trained, while 550 people were reached through various seminars. Developed under this project were four manuals on topics such as pioneer farm implementation planning and 46 training modules that addressed such areas as project technology analysis. The project also supported GOJ educational institutions with materials, curriculum design, and teachers for their project planning and management courses. The project unexpectedly helped 75 educational administrators to develop programs for their schools. It also provided the U.S. Department of Agriculture with useful insights for its similar efforts in Ghana and Chad. The project taught that a long lead time is needed to implement this type of institution building project--especially to develop a subproject review system, gather the proper project staff, and to gain bureaucratic acceptance for both the project and its staff. Core counterpart staff also should be active as soon as possible.
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