Project evaluation : regional integrated pest management for Central America and Panama, final report

Mid-term external evaluation covers the period 7/84-12/86 and is based on site visitation, interviews with project personnel, and document review. Despite the project"s extreme complexity, valuable progress has been made. The project is a high-priority activity for CATIE, A.I.D., and national institution officials. A dedicated staff has been assembled and has worked successfully in improving national and regional IPM capabilities. Initial pest inventories for each country have been performed, and a wide variety of studies have been undertaken. Good progress has been made in meeting goals for short-term in-country training in all countries. Technical cooperation among the many participating agencies has been adequate, but this aspect, and planning as well, have suffered from delays that occurred during project start-up. The diagnostic laboratory at CATIE is operational, but not adequately equipped; similarly, development of a pest reference collection has been satisfactory, but would benefit from more collecting trips. The project needs to focus on long-term gains and on demonstrating to growers the tangible benefits of IPM research. Research has lagged behind training and TA and has been too much directed toward controlling single pests; a more holistic approach is needed. In addition, separate country and regional research plans should be developed and serious thought should be given to including a pesticide management component. In-service training has been an important function in all countries, but a standard curriculum and supporting course materials should be developed. Academic training, despite fruitful relationships between some country teams and local universities, is behind schedule. Part of the problem with both the research and training components has been lack of personnel; often these activities depend on central team personnel who divide their time between three or more separate jobs. It is crucial that the specific role of the central team be specified. Problems in financial management and procurement have been the major causes of project delays (the latter despite good backstopping from ROCAP). Information management and dissemination in particular have been hampered by slow procurement and by lack of personnel. A number of recommendations are made, including one to extend the project for another five years.