(PDF, 101 mb) - USAID

- The roles and responsibilities of CRS field reviewers are unrealistic due to
the large geographical program coverage and the wide, variety of functions.
- The recent aecision of two zonal offices to concentrate their staff and
other resources on a limitea number of consignees who have demonstrated good
management performance was a good one.
- The PMI&[ Grant was a weak response to a very
high
ambitious
expectations.
set of objectives
Although the
and
grant contributed
re-orientation positively
of the
to
FFW
the
Program towaras integrated
development,
long-tern community
it has not succeeded in implementing
system
the
is
PM&E
implementable.
System. This
However, not enough training
BIIA arid
has
AEA
been
instruments
provided;
are
the
not usable in their present
aq
form;
yet,
and
no
there
linkage
is,
between evaluation results and planning.
- The CRS policy shift away from supporting "individual" projects and towards
supporting projects which are intended to create "community" assets is
resulting in the application of stronger, more community-based criteria for
beneficiary arid recipient selection.
- The CRS System of project categories inhibits innovation. In the few income
generating projects which are being implementea, little thought is given to
the actual potential for market tie-up. Skill aevelopment for the landless,
i.e. vocational ana on-site training, is not given enough attention.
- There is evidence of collaboration at the field-level between
consignees/project holders ana local government officials. However this
collaboration is not systemic.
- There is ambiguity within the CRS organization
decentralization. on the scooe
This
of
lack of clarity impinges
policy
upon
formulation
management
which
functions
should
and
be based on
retrieval.
systematic
The
information
CRS FFW Program
storage
in
and
India is achieving
results,
positive
but
development
there is potential for much greater impact.
4. RE CONE NDAT IONS
* A CRS/USAIU workshop to review the outcomes of this evaluation, and
fotriulate
to
next steps. This workshop shoula occur as soon as the new CRS/India
Director is in position.
- CiRS should liaise and establish closer links with Government at the
national, state ano local (block) levels to ensure integration of Program
planning and implementation. It is recommendea that local Government
technical officers be incluaoea as resource people in training seminars.
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