Project assistance completion report : drug awareness and education project -- grant 515-0253.00G with the Professionals" Association for Integral Costa Rican Family Development (ADIFAC), March 24, 1990 - June 15, 1992

The project was originally given a 6-month extension with the provision that the ADIFAC Board of Directors cease interfering in project administration. Unfortunately, the Board reneged on its promise and on 6/4 fired both the Project Director and Deputy Director. As a result, the Mission terminated the project agreement for cause, effective 6/15/92. Despite these problems, all targets had been met or surpassed by the original PACD of 3/92. More than 300 "Drugs No" Committees averaging 7 members each were established, with 3 of the members receiving intensive training in drug abuse prevention, enabling them to serve as multiplier agents in their own communities. Project personnel and committee members also conducted courses, workshops, and conferences on drug prevention in 310 communities around the country. These activities were attended by more than 8,500 people, mostly community leaders. As a basis for development of sustained drug awareness projects at the community level, 24 bulletins were prepared and distributed, and an audiovisual on the "Impact of the Project on the National Community" was completed, but not fully edited by the time of project termination. Lessons learned include the following. (1) There is increasing concern on the part of both the public and private sectors over the growing use of "recreational drugs" by the general populace, especially youth. (2) The project was well-received because there was a real need for information, didactic materials, and training on how to prevent the use of drugs. (3) The sudden termination of the project mid-way through the extension period had a negative effect on the work being done in communities by the "Drugs No" Committees. (4) Given the constant conflicts between the Project Director and the ADIFAC Board of Directors, the project should not have been extended, especially since all the planned outputs had already been achieved by the original PACD. (5) The role of the Board of Directors of any PVO should be well-defined, in order to avoid interference of the Board members in day-to-day project management.