This publication was produced on behalf of the United States Agency for International Development (USAID). It was 
prepared independently by Evalúa SRL, a subcontractor of EnCompass LLC for Monitoring, Evaluation and Learning for 
Sustainability (MELS) (Contract No. 72052719D00001). The views expressed in this publication do not necessarily reflect 
the views of USAID or the United States Government.
PERFORMANCE EVALUATION 
OF INTERVENTIONS WITH DEVIDA: 
MULTIANNUAL OPERATIONAL PLAN 
FOR DEVIDA INSTITUTIONAL 
STRENGTHENING (2018–2022): PORI
January 2022
PHOTOGRAPH: AVALOS TUCTO “CACAO GROWER 
IN CODO DE POZUZO”
ABSTRACT
The purpose of the performance evaluation of the Multiannual Operational Plan for DEVIDA’s Institutional 
Strengthening (2018–2022): PORI was to assess the progress achieved, analyzing effectiveness, changes 
brought about, and sustainability. The evaluation questions inquired about achievements, constraints, 
sustainability factors, lessons learned, and successful practices, as well as challenges ahead. The methodology 
was based on an Appreciative Inquiry approach and contribution analysis, using a mainly qualitative method. A 
total of 110 key stakeholders were interviewed, and a document, literature, and database review of the 
DEVIDA surveys was carried out. Findings show progress in improving farmers’ incomes and increasing the 
land area (in hectares) cultivated with licit products, which is attributable to technical assistance to producers 
and work with organizations (and formation of associations) that improved productivity. The pandemic 
limited the intervention and, therefore, its effectiveness; however, it provided an opportunity for productive 
diversification, leveraging the natural wealth of the intervention zones. The face-to-face technical assistance 
model provided knowledge and confidence for sustainability. DEVIDA-PORI did little work on gender 
equality and vulnerable populations, and lack of knowledge on gender issues is still present in local 
governments and DEVIDA’s zonal offices. Given the local context of socioeconomic vulnerability and the 
threat of illicit crops, and in the absence of other state sectors, intervention in these areas is more complex. 
Finally, there is a need for greater DEVIDA leadership in order to coordinate actions with other public and 
private stakeholders, and to include those living in the intervention zones. Some lessons learned are the
importance of (1) accompaniment of specialists and extension agents to producers, (2) the promotion of 
community involvement, and (3) citizen participation to building trust and connections with alternative 
development. Good technical assistance practices, community tasks, internships and productive diversification 
are important elements for productive improvements and income generation.
RESUMEN
La evaluación de desempeño del Plan Operativo Multianual de Reforzamiento Institucional a DEVIDA (2018-
2022) – PORI tuvo como propósito valorar los progresos alcanzados, analizando la eficacia, los cambios 
provocados y la sostenibilidad. Las preguntas de evaluación indagaron los logros alcanzados, las limitaciones, 
los factores de sostenibilidad, las lecciones aprendidas y las prácticas exitosas, así como los retos que se 
presentan en el futuro. La metodología tuvo un enfoque de indagación apreciativa y análisis de contribución, 
con un método principalmente cualitativo. Se entrevistaron a 110 actores clave, y se hizo revisión 
documentaria, bibliográfica y de bases de datos de las encuestas de DEVIDA. Los hallazgos revelan logros en 
la mejora de ingresos de los agricultores, el aumento de la superficie con hectáreas cultivadas de productos 
lícitos, lo cual es atribuible a la asistencia técnica a productores y el trabajo con organizaciones (asociatividad) 
que mejoró la productividad. La pandemia limitó la intervención y por ende la eficacia; pero, dio oportunidad 
a la diversificación productiva, aprovechando las riquezas naturales de las zonas de intervención. El modelo de 
asistencia técnica presencial otorgó conocimientos y confianza para la sostenibilidad. Hubo un trabajo escaso 
de DEVIDA-PORI en igualdad de género y poblaciones vulnerables y, aún se presenta desconocimiento de los 
temas de género en gobiernos locales y oficinas zonales de DEVIDA. Dado el contexto local de vulnerabilidad 
socioeconómica y amenaza de cultivos ilícitos y ante la ausencia de otros sectores del Estado la intervención 
es compleja. Finalmente, se enfatiza la necesidad de un mayor liderazgo de DEVIDA para lograr articular y 
coordinar acciones con otros actores públicos y privados, y mejorarla con los presentes en las zonas de 
intervención. Algunas lecciones aprendidas son el acompañamiento de especialistas y extensionistas a 
productores, la promoción de asociatividad y participación ciudadana como claves para generación de 
confianza y vínculo con el desarrollo alternativo. Destacan las buenas prácticas de asistencia técnica, las faenas 
comunales, las pasantías y diversificación productiva como elementos importantes para mejoras productivas y 
generación de ingresos.
i | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
CONTENTS
Acronyms and Abreviations................................................................................................................................ ii
Executive Summary .............................................................................................................................................. iii
Evaluation Purpose and Questions....................................................................................................................1
Purpose.........................................................................................................................................................................1
Evaluation Questions................................................................................................................................................1
Background.............................................................................................................................................................. 3
Evaluation Methods and Limitations..................................................................................................................6
Data Collection Techniques and Tools................................................................................................................ 6
Sample...........................................................................................................................................................................7
Strengths and Limitations ........................................................................................................................................8
Context..................................................................................................................................................................10
Economic Growth and Poverty Situation..........................................................................................................10
Coca Production......................................................................................................................................................11
COVID-19 pandemic ..............................................................................................................................................15
Timeline of the Intervention.................................................................................................................................15
Findings...................................................................................................................................................................17
To what extent is DEVIDA-PORI achieving its objectives?..........................................................................17
To what extent is DEVIDA-PORI generating sustainable changes in the end beneficiaries?...............42
Has DEVIDA-PORI promoted gender equality and inclusion? ....................................................................49
Other findings...........................................................................................................................................................53
Lessons Learned and Best Practices................................................................................................................58
Lessons Learned.......................................................................................................................................................58
Best Practices............................................................................................................................................................59
Conclusions...........................................................................................................................................................61
Recommendations...............................................................................................................................................65
References.............................................................................................................................................................69
Appendices............................................................................................................................................................73
Appendix A: Evaluation Team 73
Appendix B: Concept Note 75
Appendix C: PORI OBjectives and indicators 82
Appendix D: FID Objectives and Indicators 84
Appendix E: Data Collection Instruments 89
Appendix F: People Interviewed 112
Appendix G: Disclosure of Conflict of Interests 116
ii | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
ACRONYMS AND ABREVIATIONS 
DAIS Comprehensive and Sustainable Alternative Development
DAT DEVIDA Technical Affairs Directorate
DATE DEVIDA’s Territorial Articulation Directorate
DPM DEVIDA’s Promotion and Monitoring Directorate
DEVIDA National Commission for Development and a Life without Drugs
FID DEVIDA’s Institutional Strengthening
GL Local Government
GORE Regional Government
JVC Neighborhood Community Councils
MEF Ministry of Economy and Finance
OZ DEVIDA’s Zonal Office
PCM Presidency of the Council of Ministers
PIA Opening Institutional Budget
PIM Modified Institutional Budget
PIRDAIS Comprehensive and Sustainable Alternative Development Budget Program
PIP Public Investment Project
POI Institutional Operational Plan
PORI Multiannual Operational Plan for DEVIDA’s Institutional Strengthening
PP Budget Program
PRDC Concerted Regional Development Plan
USAID United States Agency for International Development
VRAEM Valley of the Apurimac, Ene and Mantaro rivers
iii | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
EXECUTIVE SUMMARY
EVALUATION PURPOSE AND QUESTIONS
The “Multiannual Operational Plan for DEVIDA’s Institutional Strengthening (2018–2022): PORI”
is an intervention implemented by the National Commission for Development and Life without 
Drugs (DEVIDA) that aims to support DEVIDA in the sustained reduction of illicit coca crops 
after eradication in the regions of Huanuco, San Martin, Ucayali, and Pasco. This intervention is 
supported by USAID and is implemented within the activities of the Comprehensive and 
Sustainable Alternative Development Budget Program (PIRDAIS)1. The purpose of the evaluation 
is to assess the progress achieved in DEVIDA’s institutional strengthening, analyzing effectiveness, 
sustainability, and whether the interventions are on track to contribute significantly to the desired 
impacts.
The evaluation questions were as follows:
1. To what extent is PORI achieving its objectives?
2. To what extent is PORI generating sustainable changes in the end beneficiaries?
3. Has PORI promoted gender equality and inclusion?
4. What lessons learned are identified from PORI implementation? 
5. What good practices can be identified for replication or expansion in other areas?
METHODOLOGY
The evaluation had an Appreciative Inquiry and contribution analysis approach. The study 
methods were mainly qualitative and involved in-depth online interviews, documentary analysis 
and statistical analysis of DEVIDA’s survey databases. The scope of the evaluation included Lima, 
Huánuco, San Martín, Ucayali, Pasco, Junín and the Apurímac, Ene, and Mantaro River Valley 
(VRAEM). The evaluation period was from July 2018 to March 2021.
FINDINGS
To what extent is DEVIDA-PORI achieving its objectives?
1. The goals established in DEVIDA-PORI for the year 2020 on the steady reduction of illicit 
coca cultivation after forced eradication (1,595 hectares) were not achieved: by the end 
of 2020 the area had increased to 2,653 hectares.
2. The income of families in the intervention area (post-eradication) improved between 
2018 and 2020 by 9.6 percent, from S/14,570 to S/15,971 soles as an annual average.
1 For this reason, in this report, DEVIDA-PORI is referred to as the activities carried out by DEVIDA 
within the framework of the agreement signed between USAID and the Peruvian state.
iv | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
3. Technical assistance for the improvement of production, productivity, community 
involvement and sales provided by DEVIDA-PORI in post-eradication areas is influencing 
the legal generation of income by the participating families.
4. Monitoring information is timely and useful for decision-making at the central level, but 
Regional Offices have limited human resources to analyze the information.
5. The technical assistance provided by DEVIDA-PORI to local governments was limited and 
it is not possible to identify whether it resulted in more and better public investment 
aligned with the needs and priorities of the population.
6. The pandemic limited DEVIDA-PORI’s implementation.
7. The administrative processes of the public sector delay the transfer of donations to the 
DEVIDA Zonal Offices, making the implementation of DEVIDA-PORI more difficult.
8. The limited presence of the state limits DEVIDA’s role as a development promoter and 
the implementation of DEVIDA-PORI.
9. The pandemic prompted DEVIDA to promote productive diversification, which had a 
positive impact on family incomes (producers and producer organizations).
To what extent is DEVIDA-PORI generating sustainable changes in the end beneficiaries?
10. End beneficiaries show improvements in their productive capacities and income and 
greater confidence in their licit enterprises.
11. Post-eradication families (DEVIDA-PORI scope) have a favorable opinion about the 
changes achieved by Comprehensive and Sustainable Alternative Development.
12. DEVIDA has generated knowledge among producers about alternative crops and the 
organizational development of associations and cooperatives.
13. DEVIDA-PORI’s lines of complementarity with other donors and subnational 
governments are limited.
Has DEVIDA-PORI promoted gender equality and inclusion?
14. Limited progress has been made in the institutionalization of policies for the promotion of 
gender equality and there is still a lack of knowledge of gender issues among DEVIDA 
staff.
15. There is no evidence of work on the inclusion of indigenous groups, people with 
disabilities, Afro-Peruvians, or LGBTIQ people.
Other findings
16. The theory of change in DEVIDA-PORI has some weaknesses and requires clarification.
17. In 2020, less progress was made in the execution of the budget expenditure of transfers 
and donations, including USAID’s contribution, due to limitations imposed by the 
pandemic.
v | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
LESSONS LEARNED
1. The ongoing accompaniment by specialists and extension agents to farmers was a key tool to 
establish a bond of trust and strengthen their commitment to alternative crops. The ongoing 
monitoring and accompaniment by specialists and extension agents from the Zonal Offices 
made it possible to learn about the needs and characteristics of the producer families and 
their relationship to the environment in which the activity is carried out. The presence of the 
specialists in the field and communication with the producers and families reinforced 
confidence in the work and sustainability of the intervention.
2. The selection of limited territories in the regions was key to achieve better technical 
assistance with productivity results, despite the vulnerability of the people and the difficult 
environmental conditions in the intervention areas. The selection of producers with less 
degraded land allowed improvements in the production of alternative crops with the training 
and technical assistance provided. However, yield limits and the need for greater 
environmental care and management were present. The villagers show significant resilience 
and the ability to take on challenges to face changes and better living conditions with the 
cultivation of cacao and coffee, but vulnerability (social, economic, lack of infrastructure, 
security and scarcity of basic services) is a condition that limits the expansion of licit crops to 
meet the needs of the population. In the current intervention areas, there are producers on 
land degraded by previous coca cultivation and they face difficulties to improve their 
production; therefore, they are candidates for future comprehensive strategies of technical 
support in alternative development.
3. The strategy of promoting the formation of associations for greater market access was key to 
achieving greater competitiveness and improved household incomes. The organization of 
producers in associations and cooperatives involved a more complex weaving of agreements, 
rules, developed plans establishing new forms of management in tasks and clear division of 
labor, thus promoting the added value of the production chain and the benefits thereof. In 
addition, this strategy is an important point in social and economic development, as it 
reinforces trust among the villagers in community work, thus collectively solving the 
community’s problems.
4. Citizen participation activities generate trust, which will allow for a greater consolidation of 
alternative development. The activities developed by DEVIDA with the integration of the 
population, neighborhood councils and associations through the improvement of artistic, 
sports and social skills, the identification of neighborhood needs, social support, access to 
government services and their prioritization in PIPs promoted by the local government for 
local development, generate confidence that the alternative proposed for alternative 
development is possible to achieve a dignified way of life.
5. The proposed Local and Regional Development Plans and their Institutional Operational Plans 
show weaknesses in anticipating the impact of illicit crops on the social and economic 
development of post-eradication areas; The lack of a plan to address the presence of coca 
within most local and regional governments is an important opportunity for DEVIDA’s 
intervention in post-eradication areas, as it is a key player in strengthening the management of 
subnational bodies to complement the plans, objectives and activities for the DAIS. 
Development Plans make it possible to establish goals and actions for which subnational 
governments are responsible in the fight for DAIS and thus include budgets to turn them into 
reality. Subnational government actions with the work developed by DEVIDA foster synergies 
to unify criteria and joint action.
vi | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
6. The partnerships generated between DEVIDA and USAID’s strategic partners in the financial 
field improve the productivity and quality of cacao and coffee products and will benefit the
beneficiaries of DEVIDA’s intervention. 
7. The participation of women in alternative development facilitates the integration of families 
and the community in the planned actions, promoting the development of a participatory and 
comprehensive project.
8. The empowerment of women contextualized in the different cultural and linguistic 
environments of each intervention area facilitates DEVIDA’s work towards their integration 
with the DAIS.
9. When working with native communities, it is essential to know the hierarchical structure and 
its organization because it will facilitate coordination and the implementation of actions within 
the framework of DAIS. Communities bring their members together through various cultural, 
kinship, linguistic and economic ties. There is a leader or leaders with whom dialogue is 
required to coordinate decisions and actions involving the communities. 
BEST PRACTICES
1. Technical assistance by specialists and extension agents on the plots of land and by technical 
teams to the organizations promote a virtuous circle to generate improvements in 
production and income. Direct, face-to-face assistance generates a virtuous circle: greater 
social ties, more knowledge, more trust, greater production and income. The active presence 
of the technical teams of the Zonal Offices for technical assistance to producers with field 
demonstration sessions and according to production and association needs is highly valued by 
most of the families in the intervention areas because it generates greater knowledge and 
trust. This form of work is a good alternative to generate income and have a better quality of 
life.
2. Community tasks as a strategy for community cohesion. Community tasks were an activity 
carried out by extension agents and specialists from DEVIDA’s Zonal Offices and consisted of 
organizing technical assistance sessions in the field by choosing a plot of land belonging to one 
of the participating producers. This strategy served two purposes: it was a learning space for 
farmers where specialists transferred knowledge and techniques in a practical and concrete 
way and, at the same time, it was a space where cohesion among community members was 
promoted, since participants supported each other in the maintenance of the work plots. 
3. Internships carried out in the La Merced and Pucallpa ZOs to promote trust and commitment 
to DEVIDA’s work. The internships were a learning strategy implemented by DEVIDA’s 
Zonal Offices. They consisted in taking groups of farmers to nearby communities to get to 
know closely producer organizations engaged in alternative crops. This activity had a 
significant impact, especially in the case of women farmers, because not only were they able 
to see that it was possible to organize themselves and generate income from a legal activity, 
but also that it was possible to reconcile productive work with reproductive work in the 
home. 
4. Productive diversification by small producers to cover basic food needs and sustainably 
expand incomes. Local producers had basic experience in crop diversification in the Amazon. 
The pandemic provided an opportunity to progressively expand these experiences with the 
support of DEVIDA and USAID. The diversification implemented was, on the one hand, with 
non-agricultural crops such as aquaculture and beekeeping that can easily be adapted in 
vii | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
indigenous and non-indigenous family lands. On the other hand, there was diversification with 
agricultural crops such as fruit trees that were added to coffee or cacao cultivation and, in 
other cases, included forestry crops. This makes it possible to overcome the practice of 
monoculture among Andean migrants who settle in order to obtain food and income. For 
indigenous families, it means expanding their livelihood system, which uses agroforestry and 
fishing. Another important aspect of this good practice is that it allows reflecting the 
requirements of the area of sustainable family farming, and it will also allow the expansion of 
crops up to 20 hectares with proper environmental management, it will not degrade the soil 
by crop rotation with a circular economy cycle. It would also allow the reinforcement of 
buffer zones between indigenous people in favor of conservation areas. Consequently, it will 
provide greater sustainability to small family farmers. 
5. The environmental care approach in technical assistance to producers. The environmental 
care and conservation approach is embedded in the technical assistance provided by DEVIDA 
to farmers and is aimed at improving the quality of soil that was degraded by coca, agricultural 
and non-agricultural activities of productive diversification. An example of this is the 
installation of agroforestry systems. This environmental prospect opens up other market 
opportunities because it makes it possible to showcase products with this management for 
the trade that demands it. It also represents a collaboration with the municipalities in the 
development of environmental management plans included in the PIP proposals.
6. Monitoring used in the intervention and in the PIRDAIS. Intervention monitoring is a bulwark 
for management and sustainability and the existence of a monitoring system in PIRDAIS that 
includes DEVIDA-PORI is a good practice within the public sector. The monitoring system 
makes it possible to identify activities, products or services, resources and beneficiaries, and 
to examine compliance with goals and budgets. Although it still has limitations for the 
management of the Zonal Offices, it is a valuable tool for management at the central level. 
7. The annual evaluation of PIRDAIS and the DEVIDA-PORI intervention. It is a good practice to 
evaluate and monitor the intervention, even more so when it is carried out by independent 
entities outside DEVIDA because it prevents interpretation biases. This good practice is 
important for the management of PIRDAIS and DEVIDA-PORI because it is possible to 
observe, measure and analyze in detail and in a disaggregated manner indicators and their 
components, as well as to attribute impacts and know the perceptions about the DAIS and 
the welfare of those involved. Likewise, the continuity in the methodology applied since 2012
(questionnaires and powerful statistical samples) makes it possible to examine the behavior of 
the indicators over time and make evaluations attributable to the intervention.
CONCLUSIONS
1. DEVIDA - PORI failed to achieve the sustained reduction of illicit crops in the evaluation 
period (July 2018 - March 2021): the goal was to reduce from 2,491 hectares in 2017 to 1,590 
in 2020, but, on the contrary, illicit crops in DEVIDA-PORI area increased to 2,653 in 2020. 
This is due to different external factors such as the “balloon effect”, since in the face of 
forced eradication, farmers move between areas and grow coca to cover their family income; 
compounded by internal factors such as the political uncertainty experienced by the country 
and covering the evaluation period which affected the national economy and employment. 
This situation was aggravated by the COVID-19 pandemic.
2. The improvement in household incomes in the intervention zone (post-eradication) may be 
ascribed to the intervention. There are differences in income between the intervention 
viii | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
population (between 2018 and 2020 there was an increase of 9.6 percent in the average 
annual income of families) and the population not intervened by PIRDAIS (in the same period 
there was a decrease of 1.5 percent in the average annual income of families).
3. The improvement in the generation of licit income is due to the fulfillment of the goals set, 
such as the increase in the area of assisted crops (52 percent increase between 2017 and 
2020), productivity, formation of associations and commercialization, in addition to the 
diversification of production due to the pandemic.
4. The improvement in productivity (yields) per hectare of cacao and coffee is an achievement 
attributable to DEVIDA-PORI technical assistance, because despite having lower levels of 
production compared to non-intervention areas, derived from technical conditions (smaller 
land size, pests, conditions and limitations of degradation of land previously used for coca 
cultivation); the intervention has been effective in improving the quality and quantity of 
products (the productive yield of cacao increased by 36 percent in the intervention area, 
while in the non-intervention area it decreased by 10. 2 percent, while coffee yields increased 
by 64 percent in the intervention zone and 30 percent in the non-intervention zone).
5. Improvements in the monitoring and evaluation system were made possible by leveraging 
DEVIDA’s previous experience. The software was improved and the system was enhanced to 
obtain real-time information that is being used for decision making at the central level, a 
process that is not yet observed in the Zonal Offices.
6. DEVIDA-PORI is not credited with the greater or better public investment in local 
governments; however, the technical assistance provided by DEVIDA with its own resources 
and with the support of the FID led to improvements in public investment due to a greater 
number of public investment projects generated in local governments.
7. The main limitation faced by DEVIDA-PORI in achieving its objectives was the pandemic and 
its consequences on the economy, such as the six-month lockdown, which did not allow face￾to-face technical assistance with beneficiaries, the limitations (prohibitions) of the 
Government for acquisitions and when they were allowed, they resulted in a bottleneck, 
since the entire Peruvian and world economy had been at a standstill, limiting the provision of 
minor equipment and supplies.
8. A second limitation to the implementation of DEVIDA - PORI is the inadequate planning for 
the timely flow of funds according to the agricultural calendar.
9. The limited presence of the State in the areas of intervention of DEVIDA-PORI is a major 
limitation for the development of the activity, since sectors such as education, health, 
agriculture, production and others, have isolated actions in the areas of intervention of 
DEVIDA-PORI and DEVIDA, which are overwhelmed by the needs of the population.
10. DEVIDA-PORI and DEVIDA have significant articulation and coordination at the micro level, 
with families and local governments; however, the articulation and coordination of DEVIDA￾PORI and DEVIDA is weak at the meso and macro levels, for example, with sectors 
(agriculture, production, housing and others) and with other USAID operators.
11. A success factor of the intervention was the quick adaptation of DEVIDA’s managers to face 
the limitations imposed by the pandemic, which allowed planning for productive 
diversification, which was possible because it took advantage of the existence of natural 
resources in the area, community development and environmental work, all of which allowed 
the improvement of the beneficiaries’ income.
ix | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
12. The sustainability of DEVIDA-PORI’s results is based, among other aspects, on the trust it has 
generated in the beneficiaries, built through the presence of specialists and extension agents 
in the plots, in the development of the Community Neighborhood Councils and producer 
organizations, through productive technical assistance and social development, with results 
expressed in the improvement of their income.
13. The knowledge gained from technical assistance and assumed by producers, Community 
Neighborhood Councils and producer organizations, when valued by the beneficiaries, will 
become a factor of change and development for alternative production; however, 
sustainability is still weak due to the context and vulnerability existing in the intervention 
areas, which represent challenges that go beyond the productive intervention.
14. The complementarity to achieve the objectives of the intervention was low due to the limited 
leadership of DEVIDA, the lack of interest in integrating other public sectors and the absence 
of a more active and integrated work with private sector stakeholders working in alternative 
development.
15. The limited progress in the promotion of gender equality in the intervention zones is related 
to the lack of elaboration and approval of a strategy articulated with the Gender Equality Plan 
and the National Anti-Drug Policy, as well as the continued lack of knowledge on the subject. 
Progress has been made with respect to the role of women in agricultural productive 
activities and within organizations; however, this does not directly correlate with the actions 
proposed by DEVIDA-PORI.
16. No intercultural strategy or tools have been implemented to include native communities in 
the intervention areas; they are not excluded, but the same methodology is used as with the 
remaining beneficiaries. With respect to the population with disabilities, Afro-Peruvians and 
LGBTIQ, their inclusion has not been promoted because they have not been identified in the 
intervention areas.
17. The design of DEVIDA-PORI does not take into account the adverse socioeconomic context 
and the risks involved in expanding the area of licit crops, which generates dependence on 
inputs and minor equipment provided to families. It is a design flaw to expect families to enter 
licit crops in a framework of coexistence and greater profitability of coca production.
18. DEVIDA-PORI’s theory of change is complex because it is inserted in the problem of global 
coca production and demand, which implies taking into account the stakeholders involved and 
the levels of influence of external stakeholders, as well as development and management 
changes in territorial stakeholders and an institutional stakeholder, which are located at three 
different levels. The logical chain in local governments is the weakest.
RECOMMENDATIONS
FOR DEVIDA
1. In order to strengthen the improvement of cacao and coffee productivity, the following is 
recommended:
a. Adapt the management procedures and deadlines of the cooperating source 
to the product portfolio of the PP PIRDAIS, which are based on the 
agricultural calendar and not on the Peruvian fiscal year, in order to ensure 
x | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
the timely delivery of inputs, tools and equipment, which guarantees the 
fulfillment of the planned objectives.
b. Strengthen supervision instruments and standardize technical assistance 
instruments in the different links of the value chain of the different 
production chains (beekeeping, aquaculture, coffee, etc.) promoted by 
DEVIDA.
c. We recommend creating a “fund” or setting aside sufficient funds to support 
the start-up of agricultural campaigns. 
d. Promote and accompany the community processes until they are 
consolidated, supplementing the actions of PIRDAIS and FID.
2. Regarding monitoring systems, the following is recommended: 
a. Strengthen the information collection process in the field to minimize 
measurement errors and improve reporting and analysis systems. To this end, 
a directive should be proposed to incorporate and detail the procedures and 
manuals for data collection and reporting, including the need for continuous 
training in data collection, report issuance and analysis in real time in each 
Zonal Office.
b. Coordinate among DEVIDA units to learn from the information collected, 
encouraging the use of SIMDEV information.
c. Implement a publicly accessible website information module aimed at internal 
and external clients, which provides information and indicators of the results 
of DAIS activities at the territorial level.
d. Strengthen the capacity to analyze relevant information for the management 
of the Zonal Office teams, promoting decentralized and timely decision￾making.
3. Regarding Local Governments:
a. Consider the inclusion and definition of activities that seek improvements in 
investment in local governments through public investment projects in the 
DAIS territories, considering their own characteristics, taking advantage of 
the capacities of the Zonal Offices’ teams and thus obtaining greater 
resources for activities financed by DEVIDA and other sources such as 
Multiannual Investment Programming (PMI) and sectoral programs. 
b. Emphasize the GLs in consideration of criteria: (i) DEVIDA’s strategy, 
potential to reduce gaps based on resource management, (ii) population 
capacities and participation, (iii) GL capacities in proposal management in 
post-eradication areas to expand state resources, and (iv) capacity for 
democratic work and transparency with the public.
4. Regarding articulation in the face of the scarce presence of the state:
a. DEVIDA must take on its role as articulator in the field, based on the 
National Anti-Drug Policy. In this regard, it is vital to liaise with the Regional 
Governments within the framework of the Concerted Regional Development 
Plans, which are linked with the sectors to contribute to comprehensive 
development, as well as with other stakeholders such as the private sector.
xi | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
b. Intersectoral coordination is important because interventions require 
specialization in the environmental, agricultural, and environmental health 
fields, among others; as well as to supplement resources for sustainable 
development work.
5. Systematize the experiences developed for the implementation of DAIS activities during the 
COVID-19 pandemic in order to derive lessons learned that serve as input to improve the 
methodologies and operational designs of the activities.
6. Expand the portfolio of activities executed with DEVIDA-PORI to consider productive 
diversification in direct execution activities, including agricultural and non-agricultural 
productive economic activities (fish farming, beekeeping, oil palm, camu camu, fariña, ginger, 
and avocado, among others), taking into consideration the potential of the territory where 
the activities of the PIRDAIS Budget Program are developed, fostering food security and 
strengthening local markets.
7. The following is recommended to strengthen sustainability:
a. Implement actions in the technical assistance and supervision processes, 
which strengthen the trust built with the DAIS population (families, 
organizations), based on transparency of management and information; as 
well as in the improvement of enabling conditions for the exercise of its role 
in DEVIDA’s direct collaborators.
b. Develop actions that facilitate the monitoring of DEVIDA’s intervention 
population within the framework of DEVIDA-PORI once the intervention has 
been completed, in order to identify possible long-term effects that could 
have an impact on DEVIDA-PORI’s sustainability.
8. For the promotion of gender equality and vulnerable populations, the following is 
recommended: 
a. Design and approve the Gender Action Plan articulated with the National 
Policy on Gender Equality and the National Anti-Drug Policy.
b. Incorporate in DEVIDA’s plans and activities guidelines to implement the 
National Human Rights Plan to include vulnerable populations.
c. Formalize, approve, and disseminate the tools developed within the 
framework of incorporating gender and intercultural approaches in DEVIDA 
with the teams of the Zonal Offices. Likewise, design new specific tools for 
the incorporation of the gender and interculturality approach for productive 
activities directly executed by DEVIDA within the framework of the PP 
PIRDAIS. 
d. Strengthen the capacities of Zonal Office teams, officials and professionals in 
municipalities to implement actions aimed at gender equality.
e. Develop specific strategies for intervention in indigenous communities.
f. Include producer associations, neighborhood councils and boards of directors 
of indigenous communities in activities aimed at gender equality. 
g. Develop indicators to measure progress in gender equality, interculturalism,
and social inclusion. 
xii | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
FOR DEVIDA AND USAID
9. Improve coordination processes between DEVIDA and USAID, so that DEVIDA-PORI 
resources can be executed in a timely manner by DEVIDA in order to effectively respond to 
the PIRDAIS product portfolio, which is based on the agricultural calendar and not the tax 
year; in such a way as to ensure the timely delivery of inputs, tools and equipment, which will 
ensure compliance with the planned objectives. 
10. Regarding budget execution:
a. We recommend identifying the administrative processes in which there are delays 
in the authorization of the management of donation resources and developing 
improvements in the management of time and processes for the management of 
donation transfers to the OZs.
b. We recommend DEVIDA to have contingency plans and reserve funds in case of 
disasters, adverse effects or high-risk disasters, to ensure continuity in the 
provision of support to families. 
11. To improve coordination at the DEVIDA-PORI intervention level, strengthen coordination 
between DEVIDA, the Zonal Offices and other USAID-supported projects, exchanging 
information and lessons learned in order to contribute to the achievement of objectives in 
the DAIS and sustainability areas.
12. Analyze and redefine DEVIDA-PORI’s theory of change taking into account the National Anti￾Drug Policy: 
a. Redefine the purpose of the PORI and update the objective, aligning it with 
Strategic Objective 1 of the National Anti-Drug Policy, so that they respond to 
the true effect that DEVIDA-PORI should produce, which is “to improve the 
socioeconomic situation of the DAIS population (families and organizations) 
present in areas of illicit coca leaf cultivation”.
b. The community involvement work not only involves promoting, but also 
supporting its consolidation in correlation or complementarity with the work of 
FID and PIRDAIS in order to achieve the objectives and purpose. In this work, 
identifying indigenous families requires targeted intervention.
c. The work process with GL is likely to be achieved if resources are allocated in a 
timely manner and with territorial intervention criteria, concentrating efforts. 
d. With DEVIDA, it is important to strengthen intersectoral or multisectoral work 
in the process, as well as the articulated intervention of the different levels of 
the State to achieve the objectives.
e. Mainstreaming gender in the operationalization of the processes with the three 
stakeholders (DEVIDA, local government, communities and families) with 
appropriate indicators.
f. Identify and specify impact, product and process indicators for the different 
stakeholders (DEVIDA, GL, JVC). With GL, it will be important to establish 
proxy indicators on the perception of the population that demands services and 
the answers achieved with the GL. Other indicators may also be proposed 
considering gap closing and the Institutional Capacity Index -ICI- of the FID. In 
DEVIDA, identify cross-sectoral indicators in the regions in relation to the 
xiii | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
support required by the GLs for their PIP projects, particularly the Ministries of 
Environment and Agricultural Development. 
g. Include the assumptions or risks that the different levels of the causal logic have 
for achieving the planned objectives, which involves specifying external 
stakeholders and indicators to be monitored and may contribute to a high risk 
to the project.
1 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
EVALUATION PURPOSE AND QUESTIONS
PURPOSE
The purpose of the performance evaluation 
of the “Multiannual Operational Plan for 
DEVIDA’s Institutional Strengthening (2018–
2022): PORI” is to assess progress in the 
institutional strengthening of DEVIDA, 
analyzing effectiveness and sustainability, as 
well as to analyze whether the intervention is 
on track to contribute significantly to the 
desired impacts. It identifies achievements, 
strengths, lessons learned and successful 
practices, as well as challenges for the future 
in order to improve interventions to achieve 
the objectives set. It provides 
recommendations for DEVIDA, USAID and 
stakeholders to improve the performance of 
interventions and for the design of future activities.
The evaluation period of the “Multiannual Operational Plan for DEVIDA’s Institutional Strengthening
(2018-2022)” (PORI) runs from July 2018 to March 2021. 
EVALUATION QUESTIONS
The questions that guided the evaluation were as follows:
Evaluation objectives
a) Assess the level of achievement of PORI’s 
objectives.
b) Identify the changes generated by PORI at the 
different levels of government and groups in 
which it intervenes and their sustainability.
c) Identify lessons learned and good practices 
from interventions for replication or expansion.
d) Provide recommendations for the different 
stakeholders involved in DEVIDA-PORI.
2 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Table 1: Evaluation questions
QUESTION SUB-QUESTION
1. To what extent is 
DEVIDA-PORI 
achieving its 
objectives?
1.1 Has the technical assistance provided by DEVIDA to families achieved the 
expected results?
1.2 Was the information and research generated by DEVIDA timely, useful and of 
high quality for decision-making at the national level and in the areas of 
intervention?
1.3 Did the technical assistance provided by DEVIDA to local governments bring 
more and better public investment aligned with the needs and priorities of 
the population?
1.4 What were the main constraints or challenges faced by DEVIDA-PORI during 
implementation and what were the key success factors?
1.5 How has the COVID-19 pandemic impacted the implementation of activities 
(e.g., delays in hiring consultants, etc.)?
1.6 Have any outcomes not anticipated in the initial design of the activity been 
achieved (positive and negative)?
2. To what extent is 
DEVIDA-PORI 
generating sustainable 
changes in the end 
beneficiaries?
2.1 Is there evidence that DEVIDA-PORI has generated individual, community 
and institutional changes (tangible measurable, e.g., reduction of process time, 
reduction of tenders declared void or rejected due to deficient processes)?
2.2 Has DEVIDA-PORI contributed to the achievements (in what tangible way)?
2.3 Has DEVIDA-PORI established lines of complementarity and synergies with 
interventions from other donors and the public budget?
2.4 Can sustainability factors of the results obtained be identified?
3. Has DEVIDA-PORI 
promoted gender 
equality and inclusion?
3.1 To what extent is the empowerment of women promoted in productive, 
commercial, financial, political and community participation activities (women 
participate in financial decision-making or negotiation, women are holding 
leadership positions in organizations)?
3.2 Has DEVIDA-PORI promoted the inclusion of vulnerable groups (indigenous 
people, people with disabilities, Afro-Peruvians, LGBTIQ)?
4. What lessons learned have been identified from the implementation of DEVIDA-PORI?
5. What good practices can be identified for replication or expansion in other areas?
3 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
BACKGROUND
The Multiannual Operational Plan for Institutional Strengthening (PORI) is an intervention that seeks to 
achieve a substantial increase in the value of licit activities in the areas selected for alternative 
development, both in absolute terms and in relation to the value of coca production (DEVIDA - Office 
of Planning and Budget, 2020a). 
The intervention is part of the Grant Agreement Number 527-0426 entered into between the United 
States Agency for International Development (USAID) and the Republic of Peru dated September 20, 
2012, the parties being USAID and the National Commission for Development and Life without Drugs 
(DEVIDA). That is, it consists of financial assistance from USAID to DEVIDA that is allocated taking into 
account institutional planning, specifically the Comprehensive and Sustainable Alternative Development 
Budget Program (PIRDAIS), which seeks to disengage rural families from illicit crops and incorporate 
them into the legal and sustainable economy, through the gradual transformation of the socioeconomic 
matrix of the areas affected by illicit crops and the strengthening of the institutional development of 
community organizations and local governments. Execution Letter Number 527-0426-AD-18 approves 
and outlines the procedures for the execution of PORI. The start date is July 9, 2018 and its completion 
date is December 31, 2022. It should be noted that Execution Letter No. 527-0426-AD-19 dated 
February 28, 2019 and Execution Letter No. 527-0426-AD-23 dated February 28, 2020 expanded the 
scope of intervention to the Apurimac, Ene and Mantaro River Valley (VRAEM) and the regions of 
Loreto and Puno. 
The purpose of PORI is to support DEVIDA in the sustained reduction of coca production after forced 
eradication. When the agreement was signed in 2018, the funds provided by USAID targeted the regions 
of Huanuco, San Martin, Ucayali, and Pasco. In 2019, the scope of intervention was expanded to the 
districts of Rio Tambo, Mazamari and Pangoa, in the Apurimac, Ene, and Mantaro River Valley (VRAEM) 
and the regions of Loreto and Puno. The monitoring and communication actions are carried out in the 
areas of the Comprehensive and Sustainable Alternative Development Budget Program (PIRDAIS), 
which includes PORI as part of this area. PORI has three objectives and a set of activities are presented 
in Graph 1.
Likewise, USAID supports the implementation of the project “Institutional Strengthening of DEVIDA 
(FID)” implemented by Chemonics International Inc. It is aimed at strengthening DEVIDA’s capacity so 
that thousands of families in recently eradicated communities receive assistance in an efficient and timely 
manner. Goals are jointly planned between USAID, DEVIDA and the implementer. It started in October 
2018 and will conclude in October 2023. The scope of intervention is Ucayali, Huánuco, Pasco, San 
Martín and Junín. 
Graph 2 shows the relationship of the PORI and FID interventions with PIRDAIS. This evaluation 
focuses on the PORI intervention, which is referred to as DEVIDA-PORI throughout the document.
4 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Graph 1: Objectives and activities of PORI
Purpose
Objectives Objective 1 Objective 2 Objective 3
Support DEVIDA to provide post￾eradication assistance that results in 
licit income generation for participating 
families.
Support DEVIDA in improving its 
monitoring, analysis, planning and 
coordination so that resources are 
available, and targets are appropriately 
set and in line with eradication plans.
Support DEVIDA to provide technical 
assistance to local governments so that 
public investment projects improve 
within the framework of DEVIDA's 
Budgetary Programs.
Activities 1.1 Co-finance the installation and 
maintenance of new alternative crop 
hectares. 
2.1 Improve the available information 
to plan and direct resources. 
3.1 DEVIDA shall provide support to 
local governments to improve their 
capacities in Public Investment 
Projects. 
1.2 Improve the capacities of 
agricultural professionals and 
technicians working for DEVIDA. 
2.2 Conduct research to understand 
the social, legal, economic, and 
environmental factors as well as risk 
factors that contribute to illicit crops 
and/or hinder efforts to reduce them.
3.2 According to its budgetary rules, 
DEVIDA shall provide support lo local 
governments to integrate, within their 
planning, the priorities identified by the 
neighborhood community councils. 
1.3 Promote gender equity concerning 
access to and control of resources, 
services, and decision-making. 
2.3 DEVIDA shall carry out monitoring 
and verification (including 
georeferencing of assisted plots) of 
alternative crops in post-eradication 
environments. 
1.4 Promote association between 
participating farmers to improve the 
offer (quality and quantity) and facilitate 
the connection with the market. 
1.5 Support promotion, trading, and 
access to alternative crop markets and 
relevant products to increase income 
of Alternative Development 
beneficiary farmers. 
1.6 Promote community development 
and cohesion through Neighborhood 
Community Councils. 
Help DEVIDA sustain the reduction of illicit coca production after forced eradication.
5 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Graph 2: Relationship of USAID interventions with PIRDAIS
PORI FID
Purpose Purpose
Support DEVIDA in the sustained 
reduction of coca production after 
forced eradication.
Improve public investment and 
household incomes in targeted areas.
 Objective 1
Support DEVIDA to provide 
immediate post-eradication assistance 
leading to the legal generation of 
income for participating families.
Product 1 Product 2
Families that include sustainable 
productive alternatives to illicit crops. 
Families with sustainable productive 
practices that prevent the expansion 
of illicit crops. 
 Result 2 
Communities organized to define, 
advocate and implement social and 
economic development priorities. 
Development and strengthening of 
community management capacities. 
Generation of information to 
promote and trade alternative 
products.
Technical assistance for productive 
diversification of sustainable 
alternative goods and services.
Training and technical assistance in 
the value chain of sustainable 
alternative products. 
Formalization and title granting of 
rural estates in areas with coca 
cultivation influence. 
Promotion of association formation of 
agricultural and non-agricultural 
producers in areas with coca 
cultivation influence. 
Objective 3
Support DEVIDA to provide 
technical assistance to local 
governments so that public 
investment projects improve within 
the framework of DEVIDA's 
Budgetary Programs.
Development and strengthening of 
capacities in regional and local 
stakeholders.
Implementation of community 
education plans for sustainable 
development. 
 Result 3
National and sub-national 
governments better respond to 
services demand and facilitate the 
conditions for local economic 
development in the target areas. 
 Objective 2
Support DEVIDA in improving its 
monitoring, analysis, planning and 
coordination so that resources are 
available, and targets are 
appropriately set and in line with 
eradication plans.
 Result 1 
DEVIDA facilitates the presence of 
the State more effectively and 
provides post-eradication assistance. 
Inputs
PIRDAIS
Final Result
Contribute to internal order improvement
Specific Result
Rural families disengaged from illicit crops and included in the Licit and Sustainable economy.
Activities
PIRDAIS
PORI
FID
6 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
EVALUATION METHODS AND 
LIMITATIONS
The evaluation took an Appreciative Inquiry approach (Muga Laredo, 2014) because it starts from the 
appreciation of the strengths of the intervention, visualizing what it can become and seeks to innovate 
from what it has. It also took a contribution analysis approach (Mayne, 2001) because it analyzed the 
chain of results and the theory of change with the evidence of the results and explanations to build the 
performance history. 
Map 1: Scope of evaluation of DEVIDA-PORI
The evaluation design had four phases, i) pre￾processing: it implied having an overview of the 
intervention (objectives and activities), 
considering the foreseeable delays due to the 
context of the COVID-19 pandemic and 
therefore specifying procedures that would allow 
health security of the evaluators and key 
informants for the execution of the evaluative 
activities. According to this and the proposed 
evaluative approaches, the evaluation team 
planned to develop a mainly qualitative method, 
ii) implementation: included document review, 
identification of participating stakeholders and 
institutions, development of information 
gathering instruments, iii) analysis of information 
based on triangulation and/or integration of 
multiple perspectives gathered from interviewed 
stakeholders and secondary information; a theory 
of change analysis was also conducted to assess 
the logical causal consistency of the activity and 
was supplemented with a descriptive statistical 
analysis mainly to examine the effectiveness of 
the activity, iv) report writing based on the 
evaluation questions and issues.
The scope of the evaluation included Lima (where DEVIDA is located) and the post-eradication areas 
where the activity is carried out (Huánuco, San Martín, Ucayali, Pasco and Junín) and the VRAEM. 
DATA COLLECTION TECHNIQUES AND TOOLS
The data collection techniques for this evaluation were as follows:
Document review: information from secondary sources was organized to analyze the context and 
development of the activity from a historical perspective. A list of the documents reviewed can be found 
in the References Section.
7 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Database analysis: it was generated by the PIRDAIS 2018 and 2020 Evaluation Surveys. This is 
intended to generate information, statistical analysis for the study.
In-depth interviews: they were used to collect the accounts of the stakeholders involved in the 
activity. Individual and group interviews were conducted online or by telephone. A list of the 
stakeholders interviewed can be found in Appendix E.
The data collection tools were as follows (Appendix C contains the guides).
1. Interview guide for DEVIDA officials 
2. Interview guide for FID officials
3. Interview guide for DEVIDA’s Zonal Office officials
4. Interview guide for local government officials
5. Interview guide for representatives of associations, organizations or community leaders
6. Interview guide for producers
7. Interview guide for USAID implementing partners
8. Interview guide for strategic partners
SAMPLE
For sample selection, all stakeholders involved with DEVIDA-PORI (stakeholders, institutions, 
organizations) were mapped. In the case of institutions, key stakeholders were identified (DEVIDA 
officials from the directorates involved in the activity, managers and technical teams from all the Zonal 
Offices in the area of intervention, technical team of the activity “Institutional Strengthening of DEVIDA”
- FID and implementing partners). 
In the case of local government stakeholders and beneficiaries (producers, leaders of producer and 
community associations), a random sampling was carried out based on the stakeholder databases 
provided by DEVIDA. In this case, the sample was proportional to the intervention population according 
to the districts with DEVIDA-PORI and FID intervention, the number of beneficiaries per intervention 
area, participation of women, participation of organizations and local governments. 
The number of the programmed sample was 67 interviews and the final result was 110 people 
interviewed. It should be noted that in some cases it was necessary to re-interview the stakeholders in 
order to clarify and fine-tune some issues. Of the total number of interviewees, 34 percent were 
women and the remaining 66 percent were men. 
Table 2: Number of people interviewed, by type of stakeholder, place or region
STAKEHOLDERS 
INTERVIEWED
ZONAL OFFICES
TOTAL
LIMA LA MERCED PUCALLPA
SAN 
FRANCISCO 
VRAEM
TARAPOTO TINGO 
MARÍA
DEVIDA Officials 20 20
DEVIDA Zonal Office 
Specialists
4 2 3 3 11 23
8 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
STAKEHOLDERS 
INTERVIEWED
ZONAL OFFICES
TOTAL
LIMA LA MERCED PUCALLPA
SAN 
FRANCISCO 
VRAEM
TARAPOTO TINGO 
MARÍA
Local government 
officials
3 12 3 3 3 24
FID officials 19 19
Producers 3 4 3 2 3 15
Producer association 
leaders
2 1 1 3 7
Cooperative leaders 6 2 1 9
Community leaders 1 1
USAID implementing 
partners
3 3
Total 42 12 25 11 10 21 121
Persons interviewed 
twice
11
Total number of 
people interviewed
12 25 11 10 21 110
STRENGTHS AND LIMITATIONS
One of the strengths of the methodology applied is the analysis of the activity as an organization with a 
collective vision, from its stakeholders, based on the search for the achievements obtained and the 
systematic discovery of what is more effective and sustainable, asking questions to see that the activity 
may provide the possibility of learning and examining its positive potential for change.
The use of qualitative and quantitative information is also a strength of the methodology, as it has 
allowed triangulating information, verifying the convergence between multiple and different sources of 
information, and thus minimizing the limitations of the research. The data sources were complementary 
and cross-checked with each other, and provided rich and comprehensive information for the 
achievement of the evaluation’s objectives. 
The limitations were linked to the collection of information because the interviews were conducted by 
cell phone or using video conferencing platforms such as Zoom and Google Meet given the existing 
pandemic, which made the information collection process slow. The limitations are as follows:
• Tracking producers and leaders was challenging because they could not be reached using 
the telephone numbers recorded in the databases because many of the producers do not 
have telephones and provide the numbers of relatives. In addition, many farmers live or 
work in areas where there is no telephone or internet connection. People who had access 
to telephone and coverage did not answer calls from unknown telephone numbers. Faced 
with this situation, the evaluation team was assisted by the technical teams of DEVIDA’s 
Zonal Offices to coordinate interviews with the producers so that they would be available 
to answer calls and be located in areas with better connection.
9 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
• The rotation of authorities or officials in Local Governments prompted the evaluation team 
to make arrangements to contact officials who work or worked during the evaluation 
period.
• Prior to data collection, DEVIDA was being audited by the Comptroller General’s Office 
and was in the midst of a government transfer process, which caused delays in contacting 
officials and professionals and raised concerns about the evaluation. This situation caused 
some delays in coordination and access to the Zonal Offices. However, this situation was 
overcome and officials provided extensive information and were willing to help.
• Interviews with strategic partners were not conducted due to the complex period of 
uncertainty and instability that the country experienced during the information gathering 
process, due to the results of the general elections and the change of government. During 
this period there was a change of government and the Board of Directors had not been 
installed.
Despite these limitations in the collection of information, the validity of the evaluation results was not 
affected; given the experience of the evaluation team in the intervention areas and the support of 
secondary sources of information, it was possible to triangulate and contrast the accounts and thus 
demonstrate the findings.
10 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
CONTEXT
ECONOMIC GROWTH AND POVERTY SITUATION
Until 2018, Peru experienced high economic growth. The average annual percentage variation of the 
Gross Domestic Product per capita in the 2001-2010 decade was 4.3 percent, the highest in the 
previous 90 years, despite the 2008 world crisis. In the 2011-2018 period, the annual per capita rate 
averaged 3.2 percent, the second highest in the last 100 years. This growth was mainly driven by 
domestic demand, particularly the expansion of private consumption, the increase in private investment, 
the momentum of the mining and services sector, as a result of the favorable international economic 
climate (with high growth rates and high prices of our main export products), and domestically, within a 
climate of confidence among agents, a macroeconomic environment of price stability, credit growth and 
prudent management of public spending. (Central Reserve Bank of Peru, 2020) (Central Reserve Bank of 
Peru, 2019), (Ministry of Economy and Finance, 2018).
The growth achieved in the last decades allowed for a gradual decrease in monetary poverty in Peru. As 
of 2018, poverty reached 20.5 percent and extreme poverty reached 2.8 percent of the population 
(Central Reserve Bank of Peru, 2020). However, differences still remain in the poverty situation 
between the urban and rural population and between natural regions. In 2020, due to the COVID-19 
pandemic, poverty increased to 30.1 percent of the Peruvian population, with the rural area being the 
most affected (45.7 percent of the population was poor). By geographic domain, the rural highlands 
(50.4 percent) and the rural jungle (39.2%) show the highest poverty rates. See Table 3.
Table 3: Population living in monetary poverty, by geographic area, 2010 - 2020 (As a percentage of the total population).
GEOGRAPHIC AREA 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Total 30.8 27.8 25.8 23.9 22.7 21.8 20.7 21.7 20.5 20.2 30.1
Area of residence
Urban 20.0 18.0 16.6 16.1 15.3 14.5 13.9 15.1 14.4 14.6 26.0
Rural 61.0 56.1 53.0 48.0 46.0 45.2 43.8 44.4 42.1 40.8 45.7
Natural region
Coast 19.8 17.8 16.5 15.7 14.3 13.8 12.8 14.4 13.5 13.8 25.9
Highlands 45.2 41.5 38.5 34.7 33.8 32.5 31.7 31.6 30.4 29.3 37.4
Jungle 39.8 35.2 32.5 31.2 30.4 28.9 27.4 28.6 26.5 25.8 31.0
Geographic domain
Urban coast 23.0 18.2 17.5 18.4 16.3 16.1 13.7 15.0 12.7 12.3 22.9
Rural coast 38.3 37.1 31.6 29.0 29.2 30.6 28.9 24.6 25.1 21.1 30.4
Urban highlands 21.0 18.7 17.0 16.2 17.5 16.6 16.9 16.3 16.7 16.1 27.0
Rural highlands 66.7 62.3 58.8 52.9 50.4 49.0 47.8 48.7 46.1 45.2 50.4
Urban jungle 27.2 26.0 22.4 22.9 22.6 20.7 19.6 20.5 19.3 19.0 26.3
Rural jungle 55.5 47.0 46.1 42.6 41.5 41.1 39.3 41.4 38.3 37.3 39.2
Source: National Statistics and Information Institute - National Household Survey.
11 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
COCA PRODUCTION
In this context, one of the country’s major problems is organized crime and drug trafficking, with illicit 
coca leaf cultivation becoming an important input in the production chain. Peru is one of the countries 
with the highest production of coca and cocaine drugs in the world, which is distributed in the national 
and international market. (CEDRO, 2017).
According to the National Anti-Drug Policy to 2030, the public problem that addresses the fight against 
drugs in Peru is the existence of “The damage caused to strategic areas and vulnerable populations in 
the country by illicit crops, illicit trafficking and drug use” (Presidency of the Council of Ministers -
DEVIDA, 2020). This allows for a specific approach to the complex economic dynamics of the drug 
markets in the country, mainly the cocaine market, and emphasizes the association between illicit crops,
illicit trafficking and drug consumption, as well as the damage caused by this association in strategic areas 
and vulnerable populations.
On the other hand, regional and local governments are overwhelmed by the problems of illicit crops and 
drug trafficking. The Concerted Regional or Local Development Plans (PDRC or PDLC) identify this 
problematic situation as unexpected events. (Regional Government of Ayacucho, 2016). There are 
major differences between the aforementioned plans to reduce coca production zones or improve 
conditions in post-eradication zones for other types of production. The San Martin region has the best 
approach to the issue and goals in its PDRC, as it includes the issue of illicit production and proposes 
actions to address it. In the case of the PDRC of Junín, it relates extreme poverty, narcoterrorism and 
the lack of citizen security in rural areas with areas with a coca economy, such as the VRAEM, and seeks 
to incorporate nine decentralized centers. In Huánuco, the PDRC mentions coca and soil recovery. 
Pasco detects informality and even the incursion of coca into indigenous communities and Non 
Protected Areas (NPA). However, it is only stated as a problem and has no alternative solution. Finally, 
the PDRC of Ucayali does not have any reference to this issue, nor is it raised as a lack of citizen 
security. In addition, there is evidence of the appearance of pro-coca grower leaders or authorities that 
generate mistrust among producers regarding DEVIDA’s work. (Regional Government of San Martin,
2015), (Regional Government of Junín, 2018), (Huánuco, 2016), (GORE-PASCO, 2016), (Regional 
Government of Ucayali, 2015).
With regard to coca leaf cultivation, it is particularly important to bear in mind that the Peruvian State 
values and defends coca leaf for traditional consumption and industrial uses. However, when it is used 
within an illicit production system, a series of activities are linked that cause damage, which is why 
control measures are deployed. For this reason, in order to control the damage generated by drug 
markets, the public problem envisages state intervention in the supply chain, so that the damage 
generated in each link is counteracted. (Presidency of the Council of Ministers - DEVIDA, 2020).
In Peru, coca leaf cultivation expanded to 61,777 hectares in 2020, which, looking back in time, has 
shown an increasing trend since 2015. The crops spread towards Natural Protected Areas and their 
Buffer Zones also affecting indigenous communities. This situation can be explained by the balloon effect 
“which is a displacement of crops from one area to another, thanks to the pressure on an area (constant 
eradication) and generating a decrease of its illicit use crops, and an increase of cultivated hectares in a 
nearby area.” (Romero Moreno & Silva Serna, 2009).
12 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Graph 3: Area cultivated with coca leaf bush in production (ha), 2012-2020
Source: DEVIDA
Due to the COVID-19 pandemic, the Special Project for the Control and Reduction of Illicit Crops in 
Alto Huallaga (CORAH) of the Ministry of the Interior was unable to achieve the annual coca leaf 
eradication goal (25,000 hectares). It only worked for three months and eradicated 6,272.80 hectares of 
illicit coca leaf in Huánuco, San Martín and Ucayali. In addition, eradication in Peru has decreased in 
recent years, according to data from the Special Project “Control and Reduction of Coca Cultivation in 
Alto Huallaga - CORAH”.
Graph 4: Area of coca cultivation eradicated in Peru - CORAH 2010-2019 in has.
Source
60,400
49,800
42,900
40,300
43,900
49,900
54,134 54,655
61,777
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2012 2013 2014 2015 2016 2017 2018 2019 2020
12,033
10,290
14,171
23,785
31,206
35,868
30,151
25,784 25,107 25,526
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
13 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
In addition, if we examine coca cultivation by department, we can see that Cusco accounts for one third 
of Peru’s coca cultivation, followed by Ayacucho and Puno (Graph 5). These three departments account 
for 73.5% of the country’s coca cultivation.
Graph 5: Area under coca leaf cultivation (in ha) by department, 2017
Source: UNODC (2018a)
Prepared by DEVIDA
There are several factors that account for the prevalence of illicit coca cultivation over licit coca 
cultivation:
1) The competitive disadvantage of licit value chains with respect to illicit ones due to their higher 
production costs, since adding value requires a set of activities such as harvesting, maintenance, 
post-harvest, transportation and marketing within a framework of environmental care to ensure 
their sustainability. Meanwhile, coca cultivation for cocaine is guided by a predatory logic 
without taking into account the environment, seeking higher crop yields and higher incomes in a 
market with high prices for illicit crops.
A study conducted in San Martin points out the productive characteristics of licit crop farmers, 
including: lack of knowledge of practices for planting in suitable areas and soils, subsistence 
crops, low productivity, lack of knowledge of phytosanitary practices, inefficient post-harvest 
management practices and few projects to support field production, as well as few extension, 
training and technology transfer services, and little investment in agroindustry (with added 
value), facing climate change (droughts, prolonged rains and others). There is also a higher 
percentage of producers who are not organized due to a lack of knowledge of the organizational 
advantages, in addition to the existence of organizations with fragile and weak actions, with few 
internal services; fragile commercial relations between producers and marketers, with few 
corporate sales practices, which means that producers do not organize their supply (volume, 
quality, opportunity) to secure markets and obtain better prices, and limited knowledge of 
financing and credit markets. (Agricultural Productivity Directorate -DPA. & Martín-DRASAM, 
2016).
29
385
711
748
783
1,043
1,153
1,358
3,374
3,608
6,493
12,905
17,281
0 5,000 10,000 15,000 20,000
Madre de Dios
Cajamarca
Amazonas
Huánuco
Pasco
San Martín
La Libertad
Ucayali
Loreto
Junín
Puno
Ayacucho
Cusco
14 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
In this sense, taking the anti-drug model applied in San Martín and Huallaga focused on the 
transformation of the local economic matrix from an economy based predominantly on the illicit 
cultivation of coca leaf to an economy supported by licit value chains, an intervention strategy is 
proposed that implies a social and economic development of the populations with alternative 
production, access to national and international markets and, thus, a better standard of living in 
harmony with the environment.
2) Another determining factor is the infrastructure, public services and socioeconomic gaps in 
areas of illicit drug production; consequently, illicit coca production occurs in localities where 
there is a wide gap in infrastructure and public services. A general overview of the different 
socioeconomic gaps (road surface, access to potable water and sanitation, access to health 
services) shows the limited presence of public services in these territories (Presidency of the 
Council of Ministers - DEVIDA, 2020) which makes interventions to contain production more 
complex.
As mentioned, the incidence of poverty in rural areas is higher than in urban areas. And, in the rural 
jungle where coca leaf is grown, poverty is higher than the rural average, despite its decrease. This 
situation is aggravated in the areas of illicit drug production, which shows levels higher than two thirds 
of the population living in poverty (see graph below).
Graph 6: Percentage of high-poverty districts in illicit drug production areas, 2018
The damages associated with 
illicit coca leaf cultivation are 
related to security in the sense 
that there are death threats and 
physical violence in indigenous 
communities due to land 
invasion; damage to the 
economy, related to economic 
dependence due to the high 
profitability of illicit crops and 
the involvement of labor in their 
production; damage to the 
environment due to soil 
degradation and contamination, 
deforestation of natural and 
protected areas and buffer 
zones; and damage to 
governance due to social 
conflict at the local and regional levels.
A recent report describes the case of the Flor de Ucayali community in the district of Callería, which is 
home to 120 Shipibo-Konibo families and which, according to the Regional Forestry and Wildlife 
Directorate of Ucayali, has lost 240 hectares of its forests to illegal activities (Peruvian Society of 
Environmental Law, 2021). Also, in 2020, six environmental defenders were murdered and violence in 
indigenous territories increased.
69
73
90
93
94
0 20 40 60 80 100
La Convención - Kosñipata
Huallaga
Triple Frontera
Sur Amazónico
VRAEM
Source: INEI (2020a)
Prepared by DEVIDA (Presidencia del Consejo de Ministros - DEVIDA, 2020)
15 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
COVID-19 PANDEMIC
A significant aspect in the context of the evaluated intervention is the COVID-19 pandemic, which led to 
a long lockdown in the first year in Peru. On March 15, 2020, the Peruvian Government ordered a 
lockdown as a fundamental measure to avoid infection, which was extended to all areas of the economy, 
with serious consequences such as a decrease in GDP and a loss of more than 6 million jobs. 
The pandemic affected the productive activity of coca cultivation, since faced with the lockdown, the 
limitations of national circulation and the closing of borders, the international demand for cocaine could 
have decreased, which would demonstrate the importance of external demand and the opportunity to 
strengthen licit businesses (Presidency of the Council of Ministers - DEVIDA, 2020).
The trends that mark the current context indicate limitations to the development of licit activities, since 
the Peruvian economy is in a process of recovery, the pandemic continues and the State is making 
efforts to improve the protection of the population through vaccines, the existence of 73% of the 
working age population in the informal sector (High Level Committee on COVID-19, 2021), the high 
number of youth who do not work or study, and the degradation of soils due to the use of chemicals.
Also, the existence of an increase in criminal gangs and the greater dynamics of cocaine demand and 
production. 
TIMELINE OF THE INTERVENTION
Before going into detail on the findings found in this evaluation, the intervention should be placed in the 
context and period of the evaluation. As shown in the following timeline, the activity starts in January 
2019, following five months of arrangements after the signing of the agreement in July 2018. 
Subsequently, there is an implementation period of 14.5 months until mid-March 2020 when the 
lockdown begins with movement restrictions and closure of economic activities. The following 6 months 
of 2020 activities are developed during the lockdown and the last 6.5 months with pandemic and 
restrictions. 
16 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Graph 7: PORI Timeline
Evaluation Period: July 2018 - March 2021
Start of 
lockdown: 
March 15, 
2020. State 
of Emergency 
and Forced 
Social 
Isolation. 
EXECUTIVE 
ORDER 044-
2020-PCM
Localized lockdown: 
September 16, 2020. 
Commuting was 
allowed to provide 
and give access to 
essential goods 
and services. 
EXECUTIVE ORDER 
151-2020-PCM 
Donation 
Agreement 
Number 527-
0426 - 
(USAID) and 
the Republic 
of Peru on 
September 
20, 2012.
Start of PORI 
activities - 
December 
2018
First Quarter 
2021
Signing of 
Execution 
Letter 527-
0426-AD-18 
"Multi￾Annual Plan 
for 
Institutional 
Strengthenin
g of DEVIDA 
(2018 - 2022)" 
- July 2018
Signing of 
Execution 
Letter 527-
0426-AD-19 
"Multi￾Annual Plan 
for 
Institutional 
Strengthenin
g of DEVIDA 
(2018 - 2022)" 
- February 
Signing of 
Execution 
Letter 527-
0426-AD-23 
"Multi￾Annual Plan 
for 
Institutional 
Strengthenin
g of DEVIDA 
(2018 - 2022)" 
- February 
5 months 
(Coordinatio
n to start 
Activity 
execution)
14.5 months 
(Activity execution)
6 months lockdown (due to 
the COVID-19 pandemic)
6.5 months 
(pandemic with 
restrictions)
2012 2018 2019 2020 2021
17 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
FINDINGS
TO WHAT EXTENT IS DEVIDA-PORI ACHIEVING ITS 
OBJECTIVES?
FINDING 1: The goals established in DEVIDA-PORI for the year 2020 on the 
steady reduction of illicit coca cultivation after forced eradication 
(1,595 hectares) were not achieved: by the end of 2020 the area had 
increased to 2,653 hectares.
The sustained reduction of illicit crops is a purpose of the studied activity and DEVIDA. This objective 
was not met in the intervention area according to information from the 20192 and 2020 PORI Annual 
Reports with respect to the 2017 Baseline. By the end of 2019 the area of illicit crops increased by 16% 
and by the end of 2020 the area had increased by 6.5% (see Graph 8).
2 According to the indicator sheet, the information corresponds to the previous year’s evaluation.
Summary of findings:
• The goals established in DEVIDA-PORI for the year 2020 on the steady reduction of illicit coca 
cultivation after forced eradication (1,595 hectares) were not achieved: by the end of 2020 the 
area had increased to 2,653 hectares.
• The income of families in the intervention area (post-eradication) improved between 2018 and 
2020 by 9.6%, from S/14,570 to S/15,971 soles as an annual average.
• Technical assistance for the improvement of production, productivity, community involvement 
and sales provided by DEVIDA-PORI in post- eradication areas is influencing the legal 
generation of income of the participating families.
• Monitoring information is timely and useful for decision making at the central level, but the 
Regional Offices have limited human resources to analyze the information.
• The technical assistance provided by DEVIDA-PORI to local governments was limited and it is 
not possible to identify whether it resulted in more and better public investment aligned with the 
needs and priorities of the population.
• The pandemic limited DEVIDA-PORI’s implementation.
• The administrative processes of the public sector delay the transfer of donations to the 
DEVIDA Zonal Offices, making the implementation of DEVIDA- PORI more difficult.
• The limited presence of the state limits DEVIDA’s role as a development promoter and the 
implementation of DEVIDA-PORI.
• The pandemic prompted DEVIDA to promote productive diversification, which had a positive 
impact on family incomes (producers and producer organizations).
18 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Graph 8: Area under coca cultivation in post eradication areas (hectares)
This could be explained 
by the existence of a 
partial eradication that 
over time covers 
different zones and 
reaches an irregular 
number of hectares in 
each zone, giving rise to 
the balloon effect, which 
encourages family 
members to move in 
order to sustain a
precarious family 
economy; farmers 
migrate between coca￾growing areas, 
maintaining and 
increasing production. 
Source: PORI Annual Performance Report, 2019 and 2020.
In addition, coca production is shifting to protected natural areas, buffer zones and areas of native and 
indigenous communities (Presidency of the Council of Ministers - DEVIDA, 2020).
Another factor that would have limited the reduction in the area of coca crops is the political instability 
in the country between 2016 and 2021. During this period there were four presidents of the Republic, 
the shutdown of Congress and evidence of corruption at the highest levels of the country, which 
generated uncertainty with harmful effects on the economy and employment. In addition, the COVID19 
pandemic further contracted the economy, resulting in the expansion of informality, which is a breeding 
ground for illicit activities.
“Yes, I think that as a result of this pandemic, many people who lived in the capitals or 
in the big cities, seeing their opportunities closed, have returned, those who have 
originated in this area with some capital, others without capital, and they have invested 
in coca leaf crops and that is not a secret because you can see because now there are 
many coca leaf plantations.” (Local Government - Tarapoto ZO)
The goals established for the sustained reduction of illicit coca crops were not achieved due to 
contextual factors in the context of the forced eradication process, which is characterized by the 
diversity of actions and different intensities in different areas of the vast territory of the intervention. 
Consequently, a “balloon effect” is generated, according to which the repression of drug production in 
one region is associated with increases in production in other regions due to the displacement of 
farmers. 
Forced eradication. Since the 1970s, coca crop control policies have been applied in Peru, consisting 
of forced eradication and the promotion of alternative development policies. “Numerous studies explain 
the ineffectiveness of these prohibition policies and the negative consequences of criminalization on 
farmers” (Paredes & Pastor, 2021) so the perspective of the population directly involved should be taken 
2491
1994
2889
1595
2653
0
500
1000
1500
2000
2500
3000
3500
Baseline (Year
2017)
 2019 Target As of December
2019
2020 Target As of December
2020
16% 6.5%
19 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
into account (TUMI QUISPE, 2019) and in the framework of the family economy, given that there is an 
association of coca cultivation with subsistence and access to better living conditions, as presented in 
the context section. (Vizcarra Castillo, 2018).
“Balloon effect”. An important phenomenon occurs in Peru, which is the “balloon effect” that would 
explain this finding. “This effect consists in that the reduction of drug production in a region translates 
into the displacement of the same to another region that may or may not be neighboring, hence the 
name since it is assimilated to the displacement of air in a balloon by exerting pressure on an 
area”(Moreno Pabón, 2018). According to the DIRANDRO report (Ministry of Interior, 2020), the 
eradications that have occurred between 2010 and the first quarter of 2020 occurred in different areas 
and in an unsustained manner. The most important eradications occurred in the area of Aguaytía, where 
eradication took place every year of the period (except 2020-I), but covering different sizes of surface 
area. The Alto Huallaga area also stands out, where in the initial years of the reported period it is one of 
the areas of greatest eradication and reaches its eradication peak in 2013, and then reduces the 
eradicated areas in subsequent years until 2018. Likewise, in the Palcazú-Pichis-Pachitea area, from 2013 
to 2019, significant amounts of coca crops are eradicated, reaching its peak in 2018 (see Graph 9).
It is also noted that in other areas eradications are smaller in the size of the area reached and irregular 
in the years. The slowdown in 2020 is explained by the pandemic. The eradication figures indicate that 
69.1 percent of them occurred in the three named zones, “during the period 2010 - 2020 I were 
Aguaytía (27.7 percent), Alto Huallaga (23.2 percent), Pichis - Palcazú (18.2 percent)” (Ministry of the 
Interior, 2020).
Graph 9: Area eradicated of coca cultivation, by coca-growing area 2010 - 2020-I (hectares)
Source
In this sense, a migration of farmers to other areas of illicit crop production occurs due to the fact that 
families in the intervention areas have a precarious and subsistence economy many of them based on 
coca production and need to supplement their income. Another factor was the political crisis in the 
country since 2018 that generated uncertainty and brought as a consequence harmful effects on the 
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
VRAEM Alto Huallaga Palcazú - Pichis - Pachitea
Aguaytía San Gabán Ucayali
Huallaga Central y Bajo Huallaga Caballococha
20 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
economy and employment. This was compounded by the COVID-19 pandemic, which further 
contracted the economy.
This coca eradication process with different emphases in each zone has had effects on the family 
economy of the population of these zones, thus “farmers entered a process of greater impoverishment 
and precariousness of their family economy, given that their income has disappeared or decreased from 
one moment to the next, depriving their children of access to education. In other families it has 
energized the rural-urban migratory process” (TUMI QUISPE, 2019); likewise, given the life strategy to 
cope with eradication shocks, “it is found that migration to other coca-growing territories is a practice 
deployed by farmers, who rely on this economy to access their livelihoods at the individual and family 
level... Although in many cases these migrations are intermittent - individuals go to work for short 
periods and then return home-” (Grillo, 2018).
An examination of coca cultivation areas in each zone of DEVIDA-PORI’s intervention area (see Graph 
10) shows that in 2018 and 2020 there was a greater amount of cultivated area in the districts of Padre 
Abad, Pólvora, Yuyapichis, and Constitución. Likewise, an increase of these areas under coca cultivation 
in 2020 was observed in the districts of Curimaná (from 75 ha. to 264 ha.), Campanilla (from 231 to 272 
ha.), Codo de Pozuzo (from 56 to 253 ha.), Yuyapichis (from 255 to 533 ha.), Constitución (from 305 to 
604 ha.). In Puerto Bermúdez, 333 hectares were registered in 2020. 
If the behavior of illicit crop eradication areas (Graph 9) is analyzed with coca cultivated areas in 
DEVIDA-PORI areas (Graph 10), it is observed that, in Aguaytía, in the years prior to 2018 there were 
significant levels of eradicated areas. However, in 2018 and 2019 the eradicated areas were lower. The 
latter coincides with the fact that the areas of cultivated areas in this area in recent years continue to 
have high levels of cultivation, except in Irazola which decreases substantially. 
Another behavior occurs in Alto Huallaga. In 2018, eradications in this area are lower and in 2019 and 
2020 eradications are non-existent. In recent years, there have been increases in the area under 
cultivation in the districts of Campanilla and Pólvora. Likewise, despite eradication in Palcazú-Pichis￾Pachitea in the years prior to 2018 and 2019 (in 2018 the largest eradication is recorded in this area) in 
all districts there are increases in coca cultivated areas. There would then be an active relationship 
between decreased eradication and increased coca cultivated areas as is the case in Aguaytia, Alto 
Huallaga and Pichis - Palcazu.
The sum of coca cultivated area in post-eradication areas reached in 2018, 2019 and 2020 reaches 2,889, 
2,653 and 3,993 hectares respectively. This information confirms that coca cultivation has continued 
during the years covered by the study period with a declining eradication in the study area, being the 
intervention of DEVIDA-PORI a limited brake on coca cultivation in Peru, given the existing structural 
problems and that have been pointed out above.
21 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Graph 10: Coca cultivation area in post eradication areas by department and district, 2018-2020 (hectares)
Source: Annual Coca Crop Monitoring Report, prepared by UNODC. Information System for Post-eradication Management (SISPOST), 
DEVIDA-DATE. 2021
FINDING 2: The income of families in the intervention area (post-eradication) 
improved between 2018 and 2020 by 9.6 percent, from S/14,570 to 
S/15,971 soles as an annual average.
The evaluation found that there was an improvement in the income of families in the intervention areas. 
This positive change can be attributed to the intervention itself, which is corroborated by comparing 
two population groups: the intervention population and the control population. Both are populations 
from the same rural areas of illicit crop production, with similar social characteristics and are part of the 
sample of the PIRDAIS results evaluation study (IPDC, 2021).
By examining the average annual incomes of families in the intervention areas in 2018 and 2020 and 
comparing them to the average annual incomes of a control population, i.e., families living in the same 
areas, but not intervened by DEVIDA (neither by DEVIDA-PORI nor by PIRDAIS)3 an increase was 
3 The information comes from the PIRDAIS Results Evaluation Survey, which was conducted in the localities or rural 
communities located in the DAIS areas. In this way they identified the domains of 1) Post eradication: It is that location where 
part or all of the population signed the memorandum of understanding and/or addendum(s), for the implementation of some 
75
559
842
8
50 65
231
443
56
255
305
0
72
249
527
12 37
71
134
470
105
366
610
0
264 264
778
5 25
71
272
591
253
533
604
333
0
100
200
300
400
500
600
700
800
900
Curimana
Irazola
Padre Abad
Castillo Grande
Pueblo Nuevo
Rupa Rupa
Campanilla
Pòlvora
Codo del Pozuzo
Inca Yuyapachis
Constitución
Puerto Bermúdez
Padre Abad Leoncio Prado Mariscal
Càceres
Tocache Puerto Inca Oxapampa
Ucayali Huanuco San Martìn Huanuco Pasco
Aguaytia Alto Huallaga Pichis-Palcazú-Pachitea
Hectares
DEVIDA Zonal Offices by department and district
Aggregate 2018 (ha) Aggregate 2019 (ha) Aggregate 2020 (ha)
22 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
observed. For a better analysis and comparison, the nominal income was converted to constant soles of 
2020 and with this information the variation and absolute amounts of income for both populations in the 
two years were examined.
The figures presented in Graph 11 show the improvement in income: between 2018 and 2020 there was 
a 9.6 percent increase in the average annual income of families in post-eradication areas (area where 
DEVIDA-PORI intervenes), while in the control population, population not intervened by DEVIDA; in 
the same period there was a decrease of 1.5 percent in the average annual income of families.
Graph 11: Comparison of variation of average household income 2018 and 2020, (in constant soles of 2020).
Likewise, in terms of average 
annual income, in 2018 the non￾intervened families had in 
absolute terms a higher income 
than the families intervened by 
DEVIDA-PORI. By 2020, this 
situation is reversed: the average 
annual income of the intervened 
families was higher in absolute 
values (by S/1,597 soles) with 
respect to the families in the 
control population.
These results are confirmed by 
the activities carried out by the 
intervention and by the accounts 
collected in this evaluation:
“Before we had nothing ... Now that DEVIDA is here, we are working calmly, and we 
have a little more money than before”. (Farmer Puerto Bermúdez, Oxapampa) or 
there are also improvements and benefits, “Of course there are improvements.... 
Although production is delayed, but we already have it, I even see something for my 
children’s education, to support myself, to spend on certain things.” (Producer in La 
Merced ZO). 
These achievements are in line with the boost given by the intervention to alternative production 
through a model that develops capacities in producers, organizations and communities, within the 
framework of improvements in DEVIDA-PORI’s approach and management. 
Secondly, the improvement in income is corroborated by the comparative study presented by DEVIDA￾PORI with respect to the baseline (with 2015 baseline data) and the goals that were set. Table 4 
productive activity executed by DEVIDA. 2) PIRDAIS: This is the location where a project or productive activity has been 
implemented or is being implemented by the regional government and local government (provincial/district municipality) with 
funding from the public treasury promoted by DEVIDA. and 3) Non-PIRDAIS: This is the location where a project/productive 
activity promoted by DEVIDA has not been implemented.
Source: BD 2018 – 2020 DEVIDA
14,570 14,614
15,971
14,392
13,500
14,000
14,500
15,000
15,500
16,000
16,500
Post-eradication (PORI) Non-intervened
2018 2020
-1.5%
9.6%
23 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
presents these developments, especially in 2020. That is, while there are challenges in achieving the 
targets, the information shows that there is a progressive improvement in income. In addition, in the 
pandemic context of 2020, the percentage growth of income increased and the interviews also 
corroborate that despite the difficulties, families were forced to push themselves to have a licit income.
Table 4: Change in household income in the post-eradication zone (in percentages)
YEAR TARGET (%) CURRENT (%) NOTE
2015- 2016 Baseline 13.0 2015 Data
2019 15.3 11.2 Based on 2018 study
2020 18.1 11.9 Based on 2019 study
2021 21.4 31.7 Based on 2020 study
Source: DPM – DEVIDA. Technical Data Sheet updated 10/29/21.
FINDING 3: Technical assistance for the improvement of production, productivity, 
community involvement and sales provided by DEVIDA-PORI in post￾eradication areas is influencing the legal generation of income of the 
participating families.
The technical assistance provided by DEVIDA through DEVIDA-PORI is located in Objective 1 of the 
logical framework, which seeks to support DEVIDA to provide immediate post-eradication assistance 
leading to the legal generation of income for participating families, focused on improved and increased 
production of alternative crops, development of organizations, associations and improved marketing. 
For improved production and increased production, technical assistance focused on the delivery of 
minor equipment, fertilizers, manure, seeds and other inputs, as well as training in the techniques of 
planting, maintenance (including pest control) and harvesting of alternative products. 
The results of this action can be seen in some activity indicators (areas assisted in production, 
productivity, commercialization, training - men and women -, and formation of association) and are 
corroborated by farmers’ accounts, which show the complexity and hard work of the stakeholders.
Production-assisted areas. The technical assistance work in alternative production increased the 
number of hectares of crop area assisted, as can be seen in the variation of the indicator of crop area 
assisted (cumulative indicator). In 2019, 13,976 ha had been assisted, which represents 5.1 percent more 
than the Baseline for 2017 and in 2020, 19,158 ha had been assisted, 52 percent more than the Baseline 
(Graph 12). These figures indicate that the technical assistance provided was expanding the productive 
process which means gaining cultivated area of alternative production. The achievements surpassed the 
goals set, which for the year 2020 exceeded the target by 37 percent.
The importance of the technical assistance provided to the producers is recognized by the stakeholders 
and is evidenced by the relationship with the number of plantations and the profitability (income) of the 
families.
24 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
“(We were taught) how to prevent pests, fungi, and harvest, post-harvest, grafting, 
etc.” (Woman producer leader, La Merced ZO).
“The greater knowledge that the farmers have (...) with more than 1 million seedlings 
planted ... is giving them financial returns.” (Villa Rica Municipality official).
“They have supported us with fertilizer, insecticide, fungicide and DEVIDA supported 
me to fertilize all my 5 hectares and my income has improved. They have supported 
me in everything they have promised.” (Venenillo farmer – Tingo María ZO).
However, it is also worth mentioning that technical assistance to producers is not homogeneous in all 
zones, and in some there are still limitations. 
“In the field, DEVIDA does not teach post-harvesting, it does not do it, it only goes and 
tells them how to prune, fertilize or fumigate; the more technical part that helps you to 
improve the quality and sustainability of agriculture, I do not see that so far.” (Male 
leader of La Pólvora – Tarapoto ZO).
Graph 12: Area of assisted crops in post-eradication areas (hectares).
Source: PORI 2020 Annual Performance Report
12,639 13,286 13,976 13,950
19,158
0
5,000
10,000
15,000
20,000
25,000
2017 Baseline 2019 Target As of
December 2019
2020 Target As of
December 2020
5.1%
52%
25 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
The path of change was complex; however, with a strategy of human capital development, they were 
able to reconvert degraded areas and recover them towards agricultural development.
“Coffee growers were very hard hit by rust, in the Monsoon we found surviving 
hectares of coffee. To go and convince a producer after having suffered a rust attack 
was very difficult. So we had to change varieties, strategies and in totally degraded 
soils, with little nutrient capacity. Besides, the prices of coffee were very low. They were 
below production costs. We have worked on issues of reconverting these areas. 
Capitalizing on human resources, little by little we have been adding new ones…”
(Official at Tingo María ZO)
The involvement of the families, the diversification and achievement of objectives that drive the 
expansion of crop hectares on behalf of the farmers are highlighted, based on a change of attitude that is 
being achieved. 
“Objectives are being achieved with the involvement of new families to alternative 
crops and legality, convinced because not everything is beautiful, there are strong things 
that are being achieved; the main objective is the change of attitude of the population, 
with a change of attitude now with the diversification of production there is willingness 
to alternative development, a level of hectares in coffee and cacao with support from 
DEVIDA and that farmers have increased by 30 percent and 40 percent in charge of 
them, but the change of attitude is not measurable and it is being achieved” (official at 
Tingo María ZO).
In some cases, producers mentioned the importance of the delivery of inputs, but that technical 
assistance was sporadic. The reasons that explain this situation are the greater territorial amplitude of 
the Zonal Offices, the poor coverage and road conditions in rural areas, which limits the delivery of 
inputs and the presence of technical assistance.
“DEVIDA’s main support has been basically with pruning and fertilizer. The most 
valuable support has been the delivery of inputs such as fertilizer, cacao cuttings and 
training in grafting and pruning. This is given with the confirmation of a document that 
is signed. Some only receive inputs without training. ...they have brought machetes, 
bags and a few grafting training sessions. ... Only -since this year- fertilizers have 
arrived and they have taught us how to prune, in previous years there was no 
training....” (Producer at Pucallpa ZO) 
The technician “...he leaves on his own, now I have called him and told him to schedule 
the day I am free so that he can also be there when I am. He goes to my farm for a 
little while and prunes 3 trunks and leaves it and comes back”. This year they have 
gone only once, only 15 days ago they have gone and pruned two or 3 trees and left. 
Sometimes they communicate after they have gone to the farm... they take pictures 
and then send it to your cell phone saying that they have gone to my farm”.. (Producer 
at Pucallpa ZO).
Association formation. One of DEVIDA-PORI’s technical assistance activities was to promote 
formation of associations among participating farmers to improve supply (quantity and quality) and 
26 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
facilitate connection with the market. The results of the intervention indicate that with respect to the 
goals set for 2019 and 2020, the achievements surpassed those goals (Graph 13). 
The planned goals of organizations marketing their alternative products were discreetly surpassed which 
would indicate that the work with associations is achieving and exceeding the planned objectives. It 
would also be confirming the complexity of developing and working with social groups in the productive 
and marketing field that, although they seek economic objectives, economic rationality is not enough to 
generate more integration and a greater number of associations for product marketing. There are 
different degrees of relational complexity that point to the differentiation and integration that occur in 
the organizations and are fundamentally explained through the behavior and management of the 
organizational design (Zapata Rotundo & Caldera, 2009), as well as the non-linearity in the center of 
interest of the associates (Bohórquez Arévalo & Espinosa, 2015) and the different perception of the 
environment that each one has; and finally, like any social process, it implies a slow process of building.
Graph 13: Post-eradication families marketing their products through organizations (%)
The importance of technical 
assistance to generate formal 
producer and marketing 
organizations is evident, given 
the informal conditions in the 
country, where 99 percent of 
production units in rural areas 
are informal (National 
Institute of Statistics and 
Informatics, 2020). The work 
carried out by DEVIDA-PORI 
in this field is highlighted by 
the following stakeholders.
“DEVIDA has supported us in the area of association formation, i.e. regularization of 
the documentation of the bylaws, regularization of the cooperative’s councils or 
committees and training of the members of the Board of Directors.” (Cooperative 
president in Leoncio Prado Tingo María ZO).
A greater number of organizations and a greater number of participating members is a pending task, 
insofar as by 2020 it was planned and achieved to work with 120 organizations of agricultural and non￾agricultural producers. A greater number of organizations, and above all a greater number of farmer 
members, will enable the development of economies of scale that will allow them to be more 
competitive.
Productivity. Another indicator that is sensitive to technical assistance is productivity, since the 
improvements in production per unit of resource are due, among other things, to the capacities 
generated by the technical assistance and the input support provided by the intervention. A comparison 
5.40%
6.75%
7.50%
8.44% 8.52%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
2017 Baseline 2019 Target As of
December
2019
2020 Target As of
December
2020
Source: Reporte anual de desempeño PORI, años 2019 y 2020
27 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
of variations in the productivity of cacao and coffee, products prioritized by the intervention, shows that 
improvements have been achieved. Thus, taking as a reference the years 2018 and 2020, when 
comparing the intervention area and the non-intervention area (area where DEVIDA does not 
intervene), it was found that the productive yield (productivity) of cacao in the intervention area 
increased by 36 percent, while in the non-intervention area it decreased by 10.2 percent (Graph 14).
The importance of the technical assistance provided by PORI for productivity achievements is pointed 
out by the producers: 
“To a large extent yes, in terms of technical agronomic management, in terms of the 
cacao plant, because we in the San Martin region have already received technical 
assistance for many years, what DEVIDA does is a supplement to the technical 
assistance we have received for many years and therefore for us it is not so 
complicated” (Leader of La Pólvora- Tarapoto ZO).
The difference in cacao productivity between the intervention and non-intervention zones is mainly due 
to the starting level of productivity of the intervention. In 2018, the intervention area had a yield of 423 
kg/ha and the non-intervention area had a yield of 568 kg/ha, indicating that the non-intervention area 
had more productive experience, i.e. more years of work in cacao and higher productive yields, in 
addition to having advice and technical assistance from other entities. Regarding the productive 
experience of the non-intervention coca-growing areas of DEVIDA, it is important to note the Alianza 
Cacao initiative, which has been supporting the development of cacao production chains since 2013, 
providing support and technical assistance to producers.
Graph 14: Cacao Yield Change 2018 and 2020 (Kg/ha) 
Likewise, low cacao yields 
are a characteristic of 
Peruvian production, which 
although improving and 
reaching a national average 
of 814 kg/ha, productivity 
levels vary from region to 
region. One of the causes of 
low yields is the size of the 
average area of cacao in 
production: 2 ha, the low 
percentage of farmers who 
fertilize cacao, such as those 
who prune in a timely 
manner, and the limited 
access to loans (INIA, 
2019b). 
In addition to technical 
aspects of the treatment of the cacao production process (including timing, pests, diseases, environment, 
type of cacao, soil, logistics), it is important to take into account that “National cacao production is 
almost exclusively in the hands of poor small producers who own little land of poor quality, have a low 
423
577 568
510
0
100
200
300
400
500
600
700
Post-eradication (PORI) Non-intervened
2018 2020
36.4
%
-10.2%
Source: BD 2018 – 2020 DEVIDA
28 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
level of farm capitalization, little working capital, low educational level and precarious health and 
sanitation conditions” (Ministry of Agriculture and Irrigation, 2020).
With respect to coffee yields, the changes that occurred between 2018 and 2020 were examined. Graph 
15 shows that in the intervention zone the coffee yield in this period increased by 64 percent and in the 
non-intervention zone it increased by 30 percent. Thus the coffee yield in the intervention zone in 2018 
was 543 kg/ha, while in the zone not intervened by DEVIDA, it reached 836kg/ha. Both yields changed 
by 2020, as the intervention zone reached a yield of 893 kg/ha and the non-intervention zone reached
1,090 kg/ha. Yields per hectare of coffee at the national level are low. Peaks have been achieved in 2006 
and 2011, above 800 kg/ha, although the national average in recent years has been decreasing to less 
than 500 kg/ha. However, since the 2015 season it has been recovering (Diaz & Meike, 2017). Just as in 
the case of cacao, there are areas where coffee yields are higher and in other areas the opposite is true.
In 2019 in the central jungle and northern coffee-growing areas there was an increase in coffee 
production from 828 to 966 kg/ha and in the south of the country the increase was from 552 to 736 
kg/ha (INIA, 2019a).
Graph 15: Coffee yield variation 2018 and 2020 ((Kg/ha) 
”Productivity depends on a set 
of variables, the most 
important of which is the 
agronomic management 
carried out on the farm. This 
agronomic management is 
subject to the development of 
agricultural tasks for the care 
of plantations, investment in 
fertilization, pest management 
and the absence of adverse 
weather conditions that affect 
the productive process” (Diaz 
& Meike, 2017). This points to 
the direct interference of the 
intervention in the technical 
assistance and support 
provided to coffee producers.
Likewise, according to the National Coffee Action Plan 2018 - 2030, the main problem of coffee 
production in the country is the low level of competitiveness, social and environmental sustainability of 
the Peruvian coffee value chain, and its causes include inconsistent quality, weak access to loans and 
economic and social conditions in coffee-growing areas that limit the efficiency of the coffee value chain 
(MINAGRI, 2018), so the intervention should focus more on quality and access to loans.
Participation of women. One aspect of the intervention related to technical assistance is the work 
with women; thus, the indicator of women’s participation in training in productive techniques reports a 
fulfillment of goals equivalent to one third (33 percent). Later in this report an analysis of the 
intervention is made with respect to gender equality, which is why in this section it is only noted that 
the intervention met the goal set, which is endorsed by the participants.
543
836
893
1,090
0
200
400
600
800
1,000
1,200
Post-eradication (PORI) Non-intervened
Areas
Kg/ha
2018
2020
64.5%
30.4%
Source: BD 2018 – 2020 DEVIDA
29 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
“Yes, they have given us support, in the first years, they gave us the tools, fertilizers, 
field schools”. (Producer in Santa Rosa de Mishollo).
Graph 16: Women trained in production techniques (%)
In 2019, 9,010 people were 
trained, of which 32.6 percent
were women; in 2020, 11,105 
people were trained, of which 
33.5 percent were women. 
When this indicator is 
examined by region, it is found 
that in Junín there are no 
reports of training and less 
participation of women. There 
is higher participation in Pasco 
and lower participation in 
Ucayali (Graph 17).
Graph 17: Women assisted in post-eradication training (percentage)
Source: DEVIDA database, Product Diversification Register, 2021
Product quality and processing. In addition, the technical assistance provided led to improved 
product quality and processing; thus, not only was production diversified, but it was given under a focus 
on quality and knowledge of market opportunities; in a virtuous circle, finding improved agricultural 
production such as coffee and cacao would lead to better incomes. This is highlighted by a DEVIDA 
34 34
36
0 0 0
35
38
42
29 29 30
0
5
10
15
20
25
30
35
40
45
2019 2020 2021
Huánuco Junín Pasco Ucayali
Source: PORI annual performance report, 2019 and 2020.
31% 31%
33%
32%
34%
30%
30%
31%
31%
32%
32%
33%
33%
34%
34%
2017 Baseline 2019 Target As of
December
2019
2020 Target As of
December
2020
30 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
official at the national level, indicating and highlighting the specialized training and the change it generates 
in the producers.
“The best products are sought and the farmers themselves have realized that with 
better product quality, the market will demand and their income will improve; this is 
possible with the specialized training promoted by PORI, from identifying the qualities 
of coffee to go to the culture of quality that is internalized in them and think of 
promoting some brands of origin, ventures with specialty coffees and not just staying in 
the micro lot and reach the expectations of buyers”. (DEVIDA mid-level official)
Product specialization and improvement was also pointed out by officials from the Zonal Offices, who 
mentioned that the quality culture and the value chain transformation process that includes product 
improvement and access to tenders as a strategy to improve product quality.
“Focusing on quality management. Towards specialty coffees we have been able to 
capitalize. And we have achieved it. Human resource capital, having tasters, barista 
workshops in Monzon with young people. Training strategies, with field schools to 
recover good leadership. We have achieved agricultural development. In an area hard 
hit by drug trafficking.” (Tingo Maria ZO official)
The quest for quality includes income improvement, but it does not yet reach all farmers.
“DEVIDA with technical assistance, fertilizer and pesticides, helped us to improve our 
plots, to produce more and give us more income. We are working and participating in 
the specialty coffee contest, although there are few people who believe in this type of 
coffee.” (Farmer at La Cerilla de Chipaquillo Association – Marías 2 de Mayo -Tingo 
María ZO).
Community Neighborhood Councils (JVCs) and the Development Plan. One of the activities 
developed by DEVIDA within the framework of the PORI was the work with the Community 
Neighborhood Councils and, given their importance in the development of actions for urban and social 
development planning with the participation of the population, it is expected that they will contribute to 
the development of strategies for the future and quality of life (Urban Planning, Citizen Participation and 
Social Change, 1999).
31 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Graph 18: Community Neighborhood Councils or Native Community Boards of Directors that implemented their Community Development 
Plan (percentage)
27792, Organic Law of 
Municipalities, highlights the 
importance and characteristics of 
participation and specifies “.... 
constitute neighborhood councils, 
by means of a public call for 
elections; the councils will be in 
charge of supervising the 
provision of local public services, 
the compliance with municipal 
regulations, the execution of 
municipal works and other 
services that are specified in the 
order creating them (and even) 
the community neighborhood 
councils, through their accredited 
representatives, will have the 
right to speak at the sessions of 
the municipal council” (Article 16) 
(Organic Law of Municipalities 
27972, 2003).
DEVIDA-PORI works with the JVCs or Indigenous Community Boards of Directors, from a social 
development perspective. First, it manages the formation of the JVCs, emphasizing the importance of 
citizen participation in local development and, at the same time, coordinates with local governments for 
their formalization and accreditation. The JVCs work to achieve their Community Development Plan, 
which gathers the needs and priorities, mainly related to infrastructure, that the residents have in terms 
of improving their neighborhood environment and which are submitted to the municipal authority and 
interact with it. It is evident that the needs exceed the possibilities of the Local Governments. 
“The Community Development Plan not only includes infrastructure, but also other 
aspects, such as human beings and their social development.” (Official at Tingo María 
ZO)
DEVIDA’s work with the JVCs is extensive and they have also been integrating needs with capacities and 
abilities of children and families, so music, sports and cultural activities have been developed; the 
population has also been organized for the development of communal tasks and work for the common 
good. Likewise, the work with JVC has made it possible to inform and organize the population to make 
use of public services, such as obtaining the DNI for children, accessing social programs, health services, 
Beca 18. 
69% 72%
79%
75%
83%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2017 Baseline 2019 Target As of
December
2019
2020 Target As of
December
2020
Source: PORI annual performance report, 2019 and 2020
32 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
FINDING 4. Monitoring information is timely and useful for decision making at the 
central level, but the Regional Offices have limited human resources to 
analyze the information.
DEVIDA carries out monitoring to observe the progress of budgetary programs and the achievement of 
their results, also to guide management decisions, it involves a systematic process of collecting, 
processing, analyzing and using information (DEVIDA, 2019). For this purpose, it has a DEVIDA 
Information and Monitoring System (SIMDEV), which is a Web tool or application (www.simdev.gob.pe) 
used for the entry, collection, processing and dissemination of information concerning the programs 
managed by DEVIDA and that allows them to monitor especially the indicators of immediate, 
intermediate, physical production and budget execution results.
The Promotion and Monitoring Directorate is responsible for preparing reports containing at least the 
results of the execution of physical and financial goals and the evaluation of performance indicators 
defined in the logic model of the Comprehensive and Sustainable Alternative Development Program 
(PIRDAIS). These reports are submitted to the Planning and Budget Office (Planning Unit - Budget Unit), 
General Management and the Technical Manager of the Budgetary Program, for the respective decision 
making (DEVIDA, 2019).
Objective 2 of DEVIDA-PORI proposed to improve DEVIDA’s monitoring, analysis, planning and 
articulation so that goals are appropriately established in alternative development zones with emphasis 
on post-eradication zones. In this regard, in the second half of 2019 DEVIDA carried out an activity to 
consolidate the results of the Work Plan for Verification of Physical Goals of the PP PIRDAIS for each 
month of the year, another one to consolidate the results of the Work Plan “Training Workshop for 
regular and alternate representatives of Monitoring of PP PIRDAIS Executing Entities in the Use and 
Management of the DEVIDA Monitoring System - SIMDEV in Zonal Offices” and the “Updating of the 
2019 Sampling Framework” carried out in the seven DEVIDA Zonal Offices. (DEVIDA - Office of 
Planning and Budget, 2020a).
In 2020, DEVIDA-PORI equipped the eight Zonal Offices, prepared the PIRDAIS 2018 Results Evaluation 
Report and hired a consultant to prepare the socio-political and economic profile of the districts within 
the scope of the PIRDAIS Budget Program. The activities for monitoring PIRDAIS goals (including 
georeferencing of assisted plots) as of the third quarter of 2020, had not been carried out due to the 
continuous extensions of the State of National Emergency decreed by the Peruvian State, due to the 
COVID-19 pandemic situation (DEVIDA - Office of Planning and Budget, 2020b).
Likewise, in 2020 the SIMDEV was improved but with the support of the Institutional Strengthening of 
DEVIDA (FID) project: “FID took the opportunity to improve the monitoring and evaluation capacity of 
the Directorate of Promotion and Monitoring (DPM) of DEVIDA, through the redesign of evaluation, 
information collection, analysis and systematization instruments and processes” (USAID Project: 
Institutional Strengthening of DEVIDA, 2020).
The improved information and monitoring system is used for DEVIDA’s mid-level management, the 
DPM informs the directorates for decision making and provides feedback to the Zonal Offices 
(executing units). The system is centralized and vertical, so that the Zonal Offices only provide data as 
inputs, but do not analyze them in real time or make local decisions, in addition to the limited human 
resources. 
33 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
“SIMDEV has been improved by the FID (...) in the case of the zonal area, access to 
the monitoring system is more frequent.... the results are in the system, i.e. there is a 
feedback process that maybe they (the OZ) do not identify it as such, but the specialist 
is contacting them to tell them “your operational plan, you are behind in terms of 
acquisitions, do you have any problem or you have to improve that, coordinate with the 
supply area so that the purchase really takes place or so that future purchases are 
programmed, let’s say with more anticipation.” (DEVIDA mid-level official
“There is a general area called DPM. They are in charge of monitoring from Lima.”
(Official at Pucallpa ZO)
“We do not make decisions, we upload information as input, we collect reports, we 
make observations and the decisions are made from Lima.” (Official at Tingo María 
ZO)
Since 2010, an annual measurement of PIRDAIS performance has been carried out, including the 
evaluation of DEVIDA-PORI. In 2012, PIRDAIS became a Budget Program and with the support of 
USAID, resources were allocated to measure its indicators. In these evaluations, the post-eradication 
zone is included as a Program area. In 2019 there was a problem in the measurement and extrapolations 
and adjustments had to be made. The monitoring of indicators has maintained the original design since it 
began, as well as the information collection instruments, which allows for longitudinal monitoring and 
evaluation of the Program, including the DEVIDA-PORI intervention. 
“They have always been large samples, about ten thousand, nine thousand surveys, 
and in that way we had information not only on the indicator data but also 
disaggregated by geographical area, by department, by coca-growing area, and that 
was also useful information for the zonal offices, because sometimes when you 
measure the indicator, you find out that productivity is such, but it is at a general level, 
each zone wants to know but you cover my area, so this evaluation allowed you to give 
disaggregated information to each zonal office.” (DEVIDA Official)
FINDING 5. The technical assistance provided by DEVIDA-PORI to local 
governments was limited and it is not possible to identify whether it 
resulted in more and better public investment aligned with the needs 
and priorities of the population.
The evaluation has found that technical assistance to Local Governments (GLs) from DEVIDA-PORI was 
limited to the extent that only one training activity was recorded in December 2019, so it is not possible 
to identify links with the improvement of public investment in GLs. This activity was recorded in the 
DEVIDA-PORI budget execution (DEVIDA - Office of Planning and Budget, 2020a). In 2020 the 
resources were not executed (DEVIDA - Planning and Budget Office, 2020b) and the reallocation is also 
explicit in DEVIDA’s institutional Operational Plan to 2020 as shown in the following table. This planning 
shows a reallocation of the Opening Institutional Budget (PIA) linked to the development and 
strengthening of capacities of Regional and Local stakeholders to the Modified Institutional Budget (PIM) 
for the development and strengthening of capacities of Regional and Local stakeholders - VRAEM. 
34 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Table 5: Comparison of physical and financial goals between PIA-PIM 2020-PP PIRDAIS as of the second half of the year
PRODUCT / SIAF ACTIVITY / POI 
ACTIVITY
UNIT PHYSICAL GOALS BUDGET
MEASURE PIA PIM PIA PIM
5006189 Regional and Local Stakeholder Capacity Building and 
Development
2,050,000 1,525,558
Regional and Local Stakeholder 
Capacity Building and Development
Entity 21 0 2,050,000 -
Development and Capacity Building of 
Regional and Local Stakeholders -
VRAEM
Entity 0 17 - 1,525,558
Source: Table N° 5-C. POI 2020 Evaluation and Implementation Report. As of the second semester. DEVIDA. Changes in 
budgetary resources.
The following table shows a comparison of the programming and execution of physical and financial goals 
corresponding to the Modified Institutional Budget (MIP) for the general topic of development and capacity 
building of regional and local stakeholders. It is necessary to specify that it corresponds to the VRAEM, as 
shown in the table above, where 1,525,558 soles are allocated in the MIP.
Table 6: Execution of physical and financial goals of PP 0072 PIRDAIS 2020, 5006189
PRODUCT / SIAF 
ACTIVITY / POI 
ACTIVITY
UNIT PHYSICAL GOALS FOR THE 
SECOND HALF OF THE YEAR
FINANCIAL GOALS FOR THE 
SECOND HALF OF THE YEAR
MEASUR
E
PROGRA
MMING EXECUTION % 
EXECUTION
PROGRA
MMING
EXECUTIO
N
% 
EXECUTIO
N
5006189 development and capacity building of Regional and Local stakeholders 1,525,558 1,512,608 99%
Development and 
capacity building of 
regional and local 
stakeholders
Entity 17 17 100% 1,525,558 1,512,608 99%
Source: TABLE No. 9-C, POI 2020 Evaluation and Implementation Report. As of the second semester. DEVIDA. Modifications 
of budgetary resources. The programming of physical and financial goals are elaborated based on the PIM.
As discussed below (see analysis tables disaggregated by activities in “Execution of physical and financial 
goals”), this reallocation for the VRAEM was for technical support actions in aspects of productive 
sustainability. In the execution of the physical and budgetary goals, the Modified Institutional Budget 
(MIP) is used and it is understood that it is directed to the VRAEM zone.
DEVIDA-PORI Objective 3 aims to support DEVIDA in providing technical assistance to local 
governments to improve public investment projects within the framework of DEVIDA’s budget 
programs. Activity 3.1 indicated that the support was within the framework of Invierte.pe. For 2019, it 
was planned to support 18 Local Governments, training was done and 43 Local Governments were 
reported that “Includes 20 Local Governments intervened by the activity “Development and 
strengthening of capacities of regional and local stakeholders in the scope of the San Francisco Zonal 
Office” and others that during the implementation of projects received technical assistance by the OZ, 
OPP or DATE” (DEVIDA - Planning and Budget Office, 2020a).
Then, DEVIDA provided training for Local Governments with its own funds (ordinary resources) 
through its Zonal Offices, the Office of Planning and Budget-OPP and the Directorate of Technical 
35 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Affairs-DATE and it is not possible to identify if the technical assistance was carried out with PORI 
funds. Therefore, it is not attributable to DEVIDA-PORI any greater or better investment through the 
PIP. Secondly, in 2020 no resources were allocated to this activity 3.1 and the reason given is the 
pandemic as the main cause.
In addition, accounts confirm this finding:
“… in 2019 we worked on investment project training, with some local projects. ..., in 
2020 we have not really had any major participation through PORI.” (DEVIDA mid￾level official).
“(In 2019) In Ucayali there have been 11 municipalities in the case of Huanuco there 
have been 17 municipalities that have participated in these training sessions (to GL by 
the Investment Unit).” (DEVIDA mid-level official)
Municipal officials mentioned that DEVIDA specialists were able to review their PIP technical files to
provide them with recommendations and suggestions. They emphasized that it was the Municipality that 
prepared and led them, while DEVIDA only reviewed them. In line with the finding, DEVIDA continued 
to provide support to Local Governments through its activities with Zonal Office officials. The increased 
public investment achieved through the PIPs made it possible to promote local development with 
minimum infrastructure for market integration and thus the intended alternative development. 
However, it cannot be determined that this greater public investment was attributed to DEVIDA’s 
assistance.
However, a lack of knowledge, confusion and even possible corruption in the development of projects 
for producers was also found in some local governments, which implies the need to maintain a constant 
mechanism of communication and public transparency, allowing for greater identification with the AD 
process.
“Among the actions with local governments and municipalities, once DEVIDA has 
financed an activity or project, what the Zonal Office did ... was to provide support or 
technical assistance to these activities or projects” (Tarapoto Zonal Office – Tocache
Office)
“The local government has always formulated its own projects (...) with technical 
assistance and accompaniment, yes.” (Puerto Bermudez Municipality official).
It should be noted that DEVIDA, with the support of FID, worked with local governments to achieve 
greater investment through a greater number of Public Investment Projects (PIPs).
FINDING 6. The pandemic limited DEVIDA-PORI’s implementation.
On March 15, 2020, the Peruvian Government, faced with the COVID-19 pandemic, declared a State of 
Emergency throughout the country (Executive Order 044-2020-PCM) and one of the first measures was 
the implementation of a general lockdown, which led to the non-mobility of citizens, the prohibition of 
internal movement and the suspension of all productive activities, which lasted until July 2020, when a 
36 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
process of gradual opening began. This slowed down DEVIDA-PORI’s activities and during the first 
months the intervention’s technical assistance suffered, as on-site activities in the plots were limited. 
Likewise, the extension agents were not able to carry out the monitoring they usually did and visit the 
plots to supervise fertilization, for example. Meetings were paralyzed for several months, until remote 
work strategies were designed to resume via telephone and, gradually, face-to-face activities were 
resumed.
This situation clearly affected the effectiveness of the intervention. For example, in the installation and 
maintenance of hectares of alternative cacao crops, 10,132 families were programmed to be assisted and 
10,019 families were reached. 14,881 hectares were programmed for installation, growth and 
production and 14,307 hectares were achieved. And the budget executed for the development of cacao 
activities reached only 69.7 percent. Similarly, all DEVIDA-PORI activities were affected in budgetary 
terms. In 2020, 49.21 percent of the resources allocated by USAID were executed (DEVIDA - Planning 
and Budget Office, 2021).
What is special about the indicators for DEVIDA-PORI activities is that, despite the lower budget, there 
was little impact on effectiveness. In Objective 1, in cacao crops 96.14 percent of the planned goal was 
achieved, in coffee 83.90 percent, plant health 98.23 percent, and technical assistance in productive 
diversification 100 percent.
“We are in an extremely difficult stage, we started 2019 with strength ... and in 2020 
the PORI was approved in March and we entered a pandemic, many regions have 
been with a limited operation until November, there are colleagues who have died, we 
have tried to adapt the implementation of the PORI to the conditions that existed in 
the regions.” (DEVIDA mid-level official)
After the uncertainty caused by the pandemic in Peru, DEVIDA, whose main task is to provide technical 
assistance and training in alternative production and value chain to the inhabitants of areas with illicit 
crops, as well as to support community management and association formation, formulated the 
“Biosecurity Protocol for the prevention and protection of people doing field work in DEVIDA’s 
decentralized agencies (zonal offices)”. This made it possible to gradually move from remote work to 
face-to-face work.
“We worked remotely based on a schedule with the Community Neighborhood 
Councils where they had a phone line. But reaching families was limited.” (Official at
Pucallpa ZO)
“Technical assistance is not the same.... More in the northern zone in native 
communities they do not have signal or internet..., with the native communities there 
was no face-to-face work when the face-to-face activities were resumed in July, August, 
and September already. There we were already entering the communities. In the first 
months there was total isolation. (OZ San Francisco)
In view of the social immobilization (lockdown), the work of the technical assistance teams of the Zonal 
Offices was adapted according to the type of coverage of each zone. The wide extension of the 
intervention presents a wide diversity and different levels of communication. Some areas took advantage 
of the existence of coverage and others did not. Some took advantage of the possibility of 
communicating via cell phone or laptop, while in other areas this communication was very limited. The 
37 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
face-to-face technical assistance work with farmers, organized population and local governments was a 
challenge in the implementation of DEVIDA-PORI. When technical assistance was restarted in the field, 
it was provided with fewer people and biosecurity measures. All this had an impact on the effectiveness.
“What we did in the face of the pandemic was to adapt the biosecurity protocols to 
the technical assistance ... The workshops that were planned for 10 people and we 
changed to meetings of 5 people. No longer in closed environments, but in ventilated, 
open environments. We use soap. Alcohol, hand washing. No longer with vulnerable 
people, older people, but with younger people.” (Official at Tingo María ZO)
“With DEVIDA it has been a virtual work to evaluate projects (e.g. water). DEVIDA 
would come to the municipality and virtual meetings were held via Zoom.” (GL 
Mazamari)
“Last year we had to stop the whole year due to the pandemic issue, this year we have 
made a strong start on the stockpiling issue”. (Woman Leader of Uchiza).
Faced with the pandemic, the Government, through the Ministry of Economy and Finance (MEF), limited 
purchases by state entities to give priority to the health emergency, which affected DEVIDA’s 
procurement management, which saw its supply paralyzed, with negative effects on the delivery of minor 
equipment and supplies to farmers.
“… We have not been able to execute all the resources we had pending, we have 
tried to comply with the families with the delivery of inputs, but it has not been at the 
right time. Because until the end of May we were unable to make acquisitions and 
everything was left on standby by law. ... In fact, the context has been adverse.”
(DEVIDA mid-level official)
FINDING 7. The administrative processes of the public sector delay the transfer of 
donations to the DEVIDA Zonal Offices, making the implementation of 
DEVIDA- PORI more difficult.
The operational plans of the Zonal Offices have a calendar linked to agricultural activities, which begin to 
coincide with the arrival of rainfall, generally in the month of January, in the intervention areas, making it 
necessary to have certain basic inputs for the production process. In this context, USAID funds that flow
to DEVIDA to support the intervention suffer delays in their use, since when they enter the public 
sector, there is an administrative management process that involves instances outside the entity, such as 
the Ministry of Economy and Finance. This situation limited the timeliness and scheduling with the 
agricultural calendar (fertilizer, inputs, seeds, etc.), affecting the implementation of activities.
“…when a source of financing other than ordinary resources (OR) is considered and 
we have a balance at the end of the year, this constitutes a balance and can be 
incorporated into the following yea ...this programming is done as of February of the 
following year.” (DEVIDA mid-level official) 
38 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
“The PORI budget always starts in March, when we know that the agricultural 
calendars for coffee and cacao go from January to December, and it starts with a 
fertilization plan, and at that stage corresponds to the stage of filling coffee beans, for 
example. ... If this could work with a provision of funds or start in January, it would be 
healthy, it would be possible to achieve our objectives and results with greater scope.”
(Official at Tingo María ZO).
FINDING 8. The limited presence of the State limits DEVIDA’s role as a 
development promoter and the implementation of DEVIDA-PORI.
Taking into account that there are “brown zones” in Latin American territories (O’Donnell, 1993), that 
is, there are peripheral regions where the presence of the State can be reconfigured through attenuated 
forms of power and understanding that the relationship between State and population is not only a 
matter of control, but of mutual communication and recognition of the State as a legitimate actor 
(Vizcarra & Heuser, 2019), the presence of the State in the intervention zones must be examined in 
relation to society (Manrique López, 2016).
In DEVIDA-PORI intervention zones, the various stakeholders have different interests and some differ 
with the State’s policy that seeks social development through the alternative development strategy. 
Thus, there are active groups that challenge these policies - called “challengers” - (Casas Sulca, 2015), 
who seek power in a given region or zone, for which they try to control and/or promote the 
production and commercial flow of certain illegal economic activities. These challengers may be 
producers seeking to maintain an income or groups that even seek local political power and enter 
subnational governments. Due to the existence of these challengers, the presence of the State is 
weakened given that power over a territory is manifested by the various forms of interrelationship 
between State agencies and the challenging social groups, as well as the various incentives for territorial 
penetration (Casas Sulca, 2015). 
Since the State cannot exercise direct control from the center, it needs to rely on regional 
representatives -such as local elites- to act in accordance with it, implement its policies, control and 
regulate social relations in the territory they administer. (Manrique López, 2016)4. This is where regional 
or local representatives often do not consider themselves part of the State, which further limits their 
presence and their role as articulators and promoters of development.
The population of the intervention areas is characterized by vulnerability and by being located in a rural 
area with little integration to local and regional markets, with a high level of informality, lack of 
infrastructure and coexist with the production of illicit crops.
The absence of other State sectors and the lack of regional policies to combat illicit crops is another 
characteristic. This dynamic in the territory where DEVIDA intervenes configures a complex scenario 
4 Quoting Soifer, Hillel (2008). “State Infrastructural Power: Approaches to Conceptualization and Measurement”. 
Studies in Comparative International Development, 43, pages 231-251.
39 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
where formality and informality, licit and illicit coexist and which crosses both society and the State. In 
addition, this shows the direct relationship between informality and illicit activities at these levels.
“DEVIDA’s intervention has generated changes in people, they have only worked in 
cacao and other sectors (of the State), and nobody participates in the work.” (Official
GL Rupa Rupa Tingo María ZO)
“Here in Mishollo there are no roads, our trails are closed and we have to carry our 
products down on our backs, in reality we are forgotten by the State.” (Producer in
Santa Rosa de Mishollo)
This situation is compounded by the appearance of pro-coca growers’ leaders or authorities that 
generate distrust among producers regarding DEVIDA’s work, since the development of licit activities is 
more difficult given the profitability of coca crop production.
“There is always the risk of the political issue, with negative leaders, pro-coca growers, 
they are always manipulating the people, and they are always inciting the planting of 
coca. ... Since 2018, with the instability of the local government of the fugitive pro-coca 
growing mayor ... The greatest risk is drug trafficking, but the area is mapped.”
(Official at Pucallpa ZO)
“… I could say so, they have opted to plant coca leaf again and that is a big problem 
for us now, it is very complicated and I am worried because there are many partners 
who are leaving cacao for coca, they already found out that eradication is not coming 
and if eradication does not come, they want to capitalize 2 or 3 years and go back to 
cacao again”. (Leader in La Pólvora).
On the other hand, there have been changes in the dynamics of anti-drug policies. In the early years of 
this century, the policies of drastic drug control criminalized coca production and prioritized all state 
action in terms of combating drug trafficking, including coca cultivation. Then, the policies were oriented 
to the fight against poverty and the social conditions of the population, without abandoning the 
criminalization of coca production and with a greater presence of the State through social programs in 
the intervention zones. Finally, policies are framed within the framework of development and combine 
social and economic development. In this last process of political development, DEVIDA's action is 
limited by the absence of basic services and communication infrastructure, the limited presence of 
entities such as the agricultural sector, the limitations of regional and local governments to address 
social and economic vulnerability. Thus, DEVIDA's articulating and promoting role is limited and 
surpassed in the face of so many shortages, and there is the presence of a minimal protective State and 
not a generalized welfare State for the population. (Vizcarra & Heuser, 2019). 
FINDING 9: The pandemic prompted DEVIDA to promote productive 
diversification, which had a positive impact on family incomes 
(producers and producer organizations).
DEVIDA-PORI's proposal before the pandemic was to prioritize alternative crops of cacao and coffee. In 
the planning of Objective 1, the main activities were focused on such production. The pandemic opened 
40 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
up an opportunity and DEVIDA's senior management proposed agricultural and non-agricultural 
productive diversification, leveraging the ample possibilities that the intervention zone has to produce 
other products linked to licit production as a way to generate income. DEVIDA's management was quick 
to adapt by requesting changes in the operational plan and promoting productive diversification.
“In 2020, an attempt was made to make a turnaround; aquaculture and beekeeping 
were not included in the initial contract; Senior Management considered that this was 
a way to generate income at that time of pandemic; they coordinated with USAID and 
accepted these conditions (of productive diversification). (DEVIDA mid-level official)
“And now, with the diversification of production, there is a greater possibility of 
generating income”. (Official at Tingo María ZO)
The productive diversification proposed by DEVIDA-PORI generated capacities in the beneficiaries to 
adapt and take advantage of the productive resources of the intervention areas for alternative 
development and to work with associations and cooperatives.
“Self-management and teamwork (with the support of DEVIDA) have been 
strengthened, giving us an entrepreneurial vision, we have greater profitability (income) 
and the quality of life has improved for the fish farmer”. (Head of Fish Farmers' 
Cooperative Tingo María ZO)
“A cooperative is good, it is beneficial (...) when we were there, they always motivated 
us, that a cooperative is very good, it is quite beneficial. For example, now with some 
members we have acquired fertilizer and loans through Agrobanco to be able to buy 
fertilizer and other things that are missing here”. (La Merced Cooperative Leader)
“We are achieving our objectives with the involvement of new families. We want a 
change of attitude. And now, with productive diversification, there is a greater 
possibility of generating income. The level of hectares in coffee and cacao is 
approximately 1,000 hectares; now 30 percent or 40 percent of the hectares are in 
charge of the farmers.” (Official at Tingo María ZO).
In addition, productive diversification was key for small family producers in the intervention areas, 
especially to overcome the practice of monoculture among Andean migrants who settle both for food 
and income. In the case of indigenous families, diversification is a process of the Amazonian way of life 
that uses agroforestry, since they accompany their main production with other products for 
consumption. However, DEVIDA also promoted non-agricultural productive diversification and turned 
to support new products such as bakery production and fish farms. 
“The pandemic opened our minds, because aquaculture production is one of the 
sustainable production chains over time, we have passed the pandemic and production 
can continue constantly.” (Aquaculture Cooperative Leader Tingo María ZO)
“The fish farm project is a very good project, a good project, a positive impact that 
generates in that area.” (Local Government of Tocache)
41 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
The following table shows the reallocation of resources to technical assistance. In the budget 
modification (PIM) new actions were included such as packages for technical assistance in the productive 
diversification of sustainable alternative goods and services: health in the cultivation of cacao and coffee, 
aquaculture and beekeeping. Other technical packages implemented were the basic bakery modules -
OZ San Francisco UE 006 DEVIDA VRAEM. Also, the implementation of minor equipment for 
aquaculture activities.
In order to carry out these actions with other products, the promotion of the formation of associations
of agricultural and non-agricultural producers in areas of coca-growing influence and in the OZ San 
Francisco, area was proposed.
This shows that not only were more resources provided for planned activities, but new activities were 
created for both producers and organizations (such as aquaculture, beekeeping, bakery modules) to 
provide greater support during the pandemic period.
Table 7: Comparison of physical and financial targets between PIA-PIM 2020-PP PIRDAIS as of the second half of the year
PRODUCT / SIAF ACTIVITY / POI ACTIVITY
UNIT PHYSICAL 
GOALS BUDGET
MEASURE PIA PIM PIA PIM
5006184 - Technical Assistance in the Productive Diversification of Alternative 
Sustainable Goods and Services
31,656,400 40,033,753
Cacao* Family 10090 10101 28,548,542 29,980,328
Coffee* Family 1,004 988 3,107,858 3,247,965
Cacao and Coffee Crop Sanitation * Family 0 1,000 - 1,500,000
Health in Cacao Farming* Family 0 1,057 - 2,900,000
Aquaculture* Family 0 370 - 833,904
Beekeeping* Family 0 200 - 1,571,556
5006191. Promotion of the Agricultural and Non-Agricultural Producer Associations 4,419,965 4,419,965
Promotion of the Agricultural and Non-Agricultural 
Producer Associations in Coca Growing Influence 
Zones
Organization 170 162 1,389,965 10,641,270
Implementation of basic bakery modules Organization 0 9 - 1,762,293
Implementation of minor equipment for 
aquaculture activities.
Organization 0 7 - 2,200,609
Support for DEVIDA's participation in national and 
international events to implement the commercial 
articulation of the beneficiaries of the Alternative 
and Sustainable Development Program (DAIS).
Informe 0 6 - 728,900
Support for promotional activities to encourage the 
consumption of products obtained by the 
beneficiaries of the Comprehensive and Sustainable 
Alternative Development Program (DAIS).).
Informe 0 1 - 18,600
Promotion of the Agricultural and Non-Agricultural 
Producer Associations in Coca Growing Influence 
Zones - VRAEM
Organization 80 80 3,030,000 2,661,765
Promotion of the Agricultural and Non-Agricultural 
Producer Associations in Coca Growing Influence 
Zones - OZ San Francisco
Organization 0 9 - 1,539,054
Implementation of basic bakery modules - OZ San 
Francisco UE 006 DEVIDA VRAEM
Organization 0 2 - 398,792
Note: (*) All activities are technical assistance in the productive diversification of sustainable alternative goods and services.
42 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Source: Table N° 5-C., POI 2020 Evaluation and Implementation Report. As of the second semester. DEVIDA. Changes in 
budgetary resources.
TO WHAT EXTENT IS DEVIDA-PORI GENERATING 
SUSTAINABLE CHANGES IN THE END BENEFICIARIES?
FINDING 10: End beneficiaries show improvements in their productive capacities and 
income and greater confidence in their licit enterprises.
The individual and social changes that may be generated by an intervention such as the one evaluated are 
subject to many variables of the people, the community environment and society; Therefore, in a 
complex macro-social context as the country was in the evaluation period, with a high political 
uncertainty at the highest levels of government, with effects that derive in economic limitations and 
unemployment in the population, and added to the presence of the COVID-19 pandemic, which also 
affected the national economy and that in personal and community terms, led to a process of mandatory 
social isolation (quarantine) and uncertainty about the health and life of people, and that in productive 
terms limited the access to inputs, markets and better prices for their products. 
However, and in spite of this, sustainable changes can be identified in the final beneficiaries, one of them 
is the productive capacity, linked to knowledge and the process of generating value in the production of 
cacao and coffee, and this is measurable, because as mentioned in the finding of the yield or productivity 
of both products (Graphs 14 and 15), there was an increase in the productivity of both products 
attributable to the intervention and even without taking into account what happens in the non￾intervention population; because in both products there are percentage achievements of productive 
improvement.
“DEVIDA has given us technical assistance and support with inputs such as fertilizer 
and pesticides. It has come at the best time, when we were looking for the technical 
data sheet in SENASA, DEVIDA arrived. Since 2001 we have been producing coffee 
but we did not know about coffee and with the technical assistance provided by 
DEVIDA, after the eradication of coca, the technical assistance has helped us to 
Summary of findings:
• End beneficiaries show improvements in their productive capacities and income and greater 
confidence in their licit enterprises.
• Post-eradication families (DEVIDA-PORI scope) have a favorable opinion about the changes 
achieved by Comprehensive and Sustainable Alternative Development.
• DEVIDA has generated knowledge among producers about alternative crops and the 
organizational development of associations and cooperatives.
• DEVIDA-PORI’s lines of complementarity with other donors and subnational governments are 
limited.
43 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
manage the plot, improve it, produce more and give us more income.” (Producer in
Catalán – Dos de Mayo Tingo María ZO). 
“The only thing that has improved for the producer is the yield of cacao, but not the 
price of cacao”. (Producer in Basin of Ene River, Satipo)
The relationship between productivity and income is also clear, although price plays a role between 
them. However, the actual and positive change in family income has been measured and verified as a 
factor that contributes to the sustainability of the intervention, since the improvement in family income 
gives the family peace of mind and trust in what they are doing (Graph 19). In addition, according to 
economic theory, given the scarce resources available to the family, any actual (not nominal) increase in 
income increases well-being (allowing greater purchasing power for the purchase of goods and services) 
and, in financial terms, it is a factor of sustainability, since a higher income in rural areas implies greater 
liquidity (cash flow) that allows decisions to be made for the well-being of the family. Likewise, this 
generates a process of building trust in what they are doing; in households, the peace of mind and 
assurance that they are carrying out licit actions generates these levels of trust; in organizations, a focus 
on trust is the basis of all successful human interaction, which allows for improved organizational 
development and higher levels of social capital, and is an important factor of sustainability.
“there are external factors, (...) that for example the production of coffee and cacao, 
has meant improvements in the income of families linked to this production; there are 
internal factors of the intervention that have established conditions for value-added 
processes and access to specialized knowledge so that the products are competitive in 
the national and international market. There are ventures with specialty coffees, not 
only staying in the micro plot and reaching expectations and demands made by buyers, 
there are successful farmers who quote 3 or 4 times the price of the bag...” (DEVIDA 
mid-level official)
“Before we had nothing, even though we had illicit crops. Now that DEVIDA is here, 
we are working calmly, and we have a little more money than before”. (Producer in
Puerto Bermúdez, Oxapampa)
“DEVIDA with Technical Assistance, fertilizer and pesticides, helped us to improve the 
plots, to produce more and give us more income. We are working and participating in 
the specialty coffee contest.” (Producer at La Cerilla de Chipaquillo Association –
Marías 2 de Mayo -Tingo María ZO
FINDING 11: Post-eradication families (DEVIDA-PORI scope) have a favorable opinion 
about the changes achieved by Comprehensive and Sustainable 
Alternative Development.
In post-eradication areas, rural families (mestizo and indigenous) have a higher favorable position 
towards Integral and Sustainable Alternative Development (DAIS) than families in areas where PIRDAIS 
does not intervene (42.8 percent and 35.3 percent, respectively, as shown in the graph). This opinion of 
the population signifies a change in the perception of personal and family well-being, including in their 
productive sphere of DEVIDA's achievement. Having this new attitude implies that the evidence of 
44 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
subjective factors of sustainability in the family to implement new productive activities and to move away 
from coca production.
Graph 19: Family opinion regarding DAIS (%)
Source: Final Evaluation Report PIRDAIS 2020
This new attitude is also evident in the interviews conducted. It is important to point out that these 
changes in attitude towards the work of the DAIS are different among mestizo and indigenous families. 
The following table shows a summary of the evaluation team's perception of changes at the individual, 
community and organizational levels between mestizo and indigenous families: Changes at these levels 
are greater in mestizo families and to a lesser degree in indigenous families. Also, it is perceived that 
among the mestizo families there are important changes among some of the women interviewed who 
recognize their greater knowledge, attitude and organizational strengths. At the individual level, there is 
a greater commitment to alternative crops.
In the case of indigenous families, we consider that the intervention is in the initial processes and 
therefore the effect of DAIS action in this population is still weak. Although we appreciate the 
community's strength, this comes from their own condition, but at the individual level we see some new 
attitudes and more awareness of changes to strengthen their legal productive activities.
Table 8: Perception of the degree of change by level towards DAIS actions in mestizo and indigenous families.
LEVEL OF CHANGE
DEGREE OF CHANGE
MESTIZO RURAL FAMILIES NATIVE RURAL FAMILIES
HIGH MEDIUM LOW HIGH MEDIUM LOW
Individual ✔ ✔
Community ✔ ✔
Organizational ✔ ✔
Source: Own preparation
42.8
32.6
24.6
35.3
20.9
43.8
0
5
10
15
20
25
30
35
40
45
50
Families favoring DAIS Families favoring DAIS with conditions Families rejecting DAIS
Post-eradication Non PIRDAIS
45 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
At the level of individual changes, there is a diversity of expressions from the rural beneficiaries with 
respect to the personal and family attitude change of good living, as well as to apply the new techniques 
and have a more collaborative sense that will influence the other levels.
“(…) what we do mention is that living well means, apart from having a good income, is also 
living legally, with security and family peace of mind.” (DEVIDA Official La Merced ZO).
“The greater knowledge that farmers have about the technical specifications for the cultivation 
and harvesting of coffee has allowed a greater commitment on their part with alternative crops 
(...) more than 1 million seedlings have been planted, which have been giving them economic 
profitability years later. There is a greater commitment thanks to this profitability” (Villa Rica 
Municipality Official). 
“We have become more and more convinced that we want to continue working. Although it is a 
constant, daily struggle, not only in family life, but it is something that we have to do as a group. 
The idea is to lift the whole group out of poverty” (Leader in La Merced).
This greater commitment and trust from the producers with respect to alternative crops and work is a 
recognition of DEVIDA's work in the area. In this sense, it should be noted that the beneficiary 
population is increasingly convinced of the work they are doing. 
The level of organizational change refers to the progressive promotion of networks of trust to then 
promote the formation of associations among individual small producers. A greater degree of these 
associations are cooperatives. Thus, changes in collective capacities are being achieved.
“DEVIDA projects involve working with organizations with a social and productive component.
There are 10 banana producers' associations with which we have been working on 
strengthening, productive issues and articulation.” (Official at MP_PAbad). 
New associations and cooperatives have been formed, thanks to DEVIDA's promotion of associations, 
which is giving them access to financial benefits, such as the purchase of fertilizers and pesticides, as well 
as access to bank loans. This investment that organized farmers can now make in their plots allows for 
an improvement in the quantity and quality of their production, which is one of the main achievements 
pointed out by the interviewees. 
At the same time, the organizational level allows them to improve production and quality, which has an 
effect on better marketing conditions and increased income.
“Going from cacao farmers, who live in places where you could even see coca leaves in the 
fields, who were ignorant about cocoa, we achieved a change with technical assistance to 
families in the stages of installation, growth and production. ... Also with the association of 
farmers who have consolidated with the activity (which initially we supported with two hectares) 
now have 3, some have 5, some have up to 10 and they already have other production 
systems. We are working on the issue of associations with an Agrarian Cooperative ASCAH, 
made up of 70 cocoa farmers from the hamlets of the Huipoca population center, in the 
province of Padre Abad. ASCAH sold between 5 and 6 tons of cocoa to another agricultural 
cooperative, ACATPA, in the town of San Alejandro, which exports cacao to Europe and whose 
members have a longer history. We have another cooperative in San Juan Bautista that exports 
fine aroma cacao. We are trying to get more families to join. The model district is Irazola. We 
46 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
are also segmenting the types of training according to the level of knowledge and skills of the 
farmers. (Officer at Pucallpa ZO)
“The most important achievement is that today a large number of producers already see the 
alternative crop with good eyes, they already see cocoa as a business opportunity, a chance to 
make a living. And this is the result of many years of work”. (Officer at Municipalidad Puerto 
Bermúdez).
“Before we had nothing, even though we had illicit crops. Now that DEVIDA is here, we are 
working calmly, and we have a little more money than before”. (Farmer Puerto Bermúdez, 
Oxapampa)
It is evident that some organizations have a higher degree of development in cooperatives and 
associations, which allows them access to financial benefits when they gain access to bank loans and 
market articulation and link to a variety of public and private actors to have better equipment and key 
inputs such as fertilizers or pesticides, as well as links in the processes of transformation and marketing 
of their products. It is worth mentioning at this point the women entrepreneurs that were interviewed 
in relation to the changes that they considered in their work.
“A cooperative is good, it is beneficial (...) when we were there, they always motivated us, that a 
cooperative is very good, it is very beneficial. For example, now with some members we have 
acquired fertilizer and loans through Agrobanco to be able to buy fertilizer and other things that 
are missing here.” (Leader in Constitución, Oxapampa). 
“Associations are essential because we need to see how to improve the formation of chocolate 
associations because we are 20 people with different ideas, different problems, different ways 
of thinking, and different levels of study. Associations are essential to be able to intervene in the 
commercialization system.” (Leader of the Flor de Boquerón Association of Women 
Entrepreneurs, AMEFLOB)
FINDING 12. DEVIDA has provided producers with knowledge about growing 
alternative products and organizational development for associations 
and cooperatives.
DEVIDA and DEVIDA-PORI contribution for sustainability is related with the technical assistance 
provided, being the element most mentioned and highlighted by the actors and especially by the producers, 
since they have been provided with specialized growing, harvesting and post-harvesting technical 
knowledge, furthering improvement of production quantity and quality.
“They support us and teach us and that will stay with us.” (Tingo María OZ Producer 
Venenillo).
“The greater understanding that farmers have about technical specifications for coffee 
growing and harvesting has allowed them a greater commitment towards alternative 
crops (...) over one million seedlings have been planted, giving them economic 
47 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
profitability, for years to come. There is a greater commitment thanks to that 
profitability” (Villa Rica Municipality Official). 
“We have learned the organization, how to work as a team and sharing knowledge 
with other cooperative members.” (Tingo María OZ Cooperative Leader).
It is important to point out that this was also possible due to productive issues budget reallocation, as 
can be seen in the execution table based on PIRDAIS. 
In table 7: The comparison of II semester physical and financial goals between PIA-PIM 2020-PP PIRDAIS 
analyzed how changes were planned to provide innovative alternatives and to be in line with living 
conditions of rural population, consequently allowing a sustainable projection in the Amazon area.
More precisely, the following table shows the successful execution of these changes. Firstly, the technical 
assistance package regarding sustainable alternative goods and services productive diversification stands 
out - cacao and coffee growing sanitary measures; secondly, technical assistance in the productive 
diversification of sustainable alternative goods and services – aquaculture, as well as beekeeping. Having 
created new activities for both producers and organizations (such as aquaculture, beekeeping, baking 
modules) facilitated greater sustainability and better combination of income among producers. Another 
important point is that aquaculture and beekeeping products are known by mestizos and indigenous 
people and, also contribute to improve environmental system management of rural Amazonian areas.
Table 9: PP 0072 PIRDAIS 2020. 5006184 Execution of physical and financial goals
PRODUCT / SIAF 
ACTIVITY / POI 
ACTIVITY
UNIT SECOND SEMESTER PHYSICAL GOALS SECOND SEMESTER FINANCIAL GOALS
MEASURE PROGRAMMED EXECUTED EXECUTION 
% PROGRAMMED EXECUTED EXECUTION 
% 
5006184. Technical assistance towards sustainable alternative goods and services 
productive diversification
40,033,753 30,060,082 75%
Cacao* Family 10,101 10,019 99% 29,980,328 24,022,269 80%
Coffee* Family 988 979 99% 3,247,965 2,981,904 92%
Cacao growing 
sanitary measures*
Family 1,057 1057 100% 2,900,000 1,511,336 52%
Cacao and Coffee 
growing sanitary 
measures*
Family 1,000 851 85% 1,500,000 1,054,609 70%
Aquaculture* Family 370 370 100% 833,904 304,436 37%
Beekeeping* Family 200 200 100% 1,571,556 185,528 12%
Note: All activities refer to alternative sustainable goods and services productive diversification technical assistance.
Source: TABLE No. 9-C, POI 2020 Evaluation and Implementation Report. As of Second Semester. DEVIDA. Modifications of 
budget resources. Physical and financial goals programming are drawn up based on the PIM.
This productive and quality improvement was achieved thanks to technical assistance and is not only 
related to higher income, but also to its quality. These incomes that are based on legality and formality, 
promote a greater commitment and confidence from the producers regarding alternative crops and the 
work that DEVIDA-PORI has been carrying out in the area. In this sense, it is notable that the 
beneficiary population is increasingly convinced about a new life alternative and the work that they have 
been carrying out. 
"Neither do we make costs comparison (...) what we do mention is that living well 
means, apart from having a good income, is also living legally, with security and peace 
of mind for our families" (DEVIDA La Merced OZ Personnel).
48 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
“Before we had nothing, despite having illicit crops. Now that DEVIDA is here, we are 
working in peace, and we have a little more money than before”. (Puerto Bermúdez, 
Oxapampa Farmer). 
"The most important achievement is that today, a large number of producers already 
see alternative crops with good eyes, they already see cacao as a business opportunity, 
an opportunity for a new life." (Puerto Bermúdez Municipality Official).
FINDING 13. DEVIDA-PORI along with other donors and subnational governments 
complementarity areas are limited.
The work carried out by DEVIDA-PORI is more focused on programmed activities and agreements are 
to complement actions within the micro sphere, that is, technical assistance activities for families, 
organizations, associations, neighborhood and community boards, as well as support in marketing and 
transportation of inputs or others; in those cases, actions are complemented with the support of local 
governments or USAID financed operators; but not as a coordinated policy from the macro levels, more 
so as an action to meet the needs of the work carried out in the intervention areas. 
DEVIDA is perceived as an institution with limited leadership, due to public sector restrictions. There 
are few complementary activities with operators to improve production and better income objectives. 
In addition, its coordination and complementarity activities are limited, as mentioned in the previous 
paragraph, they are linked to them only for specific actions and not as something that leads to 
coordination and development of production, association, marketing and income improvement policies. 
There is little DEVIDA work with regional governments. The consequences of these limitations are 
evident, they carry out a job in terms of action, as the only actors linked to alternative development, not 
taking advantage of the multiple possibilities they may have to work in harmony with other donors and 
with regional governments, which would imply taking advantage of resources and capacities in the 
pursuit of improvements for the intervened families and development of their society.
“We have a cooperation agreement (with DEVIDA), more precisely, to work in the 
Monzón area, where we join forces to implement the coffee project, which they have 
also been developing there in the post-eradication zone” (Operator Alianza Café 
Official).
There is greater collaboration with the Operators in the intervention areas, where in practice activities 
are carried out that support producers and associations or cooperatives that produce legal products, 
mainly coffee and cacao. This collaboration is linked to productive, organizational techniques 
(associations and cooperatives) and access to markets. 
“The work in regions is much more fluid than in Lima, I don't understand why, since 
there are common interests, … At the regional level, support needs are 
complementary between the projects and there are not many people wanting to do 
this, and therefore, this is where we join efforts, we establish a joint productivity school, 
with people from the cooperative, from the DEVIDA project and DEVIDA technicians 
themselves; but at the central level, I feel that there is a lack of leadership” (USAID 
Partner)
49 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
“Within the Hermilio Valdizán district, there are producers with a processing plant who 
work with DEVIDA and we train them on financial issues. But, we do not have a joint 
program [DEVIDA-CRECE] to act among ourselves in a more planned way…” (CRECE 
Official)
DEVIDA's leadership for collaborative work with Operators and thus affirm, improve, expand support 
for beneficiaries and alternative development actions is very limited, since despite having cooperation 
agreements, DEVIDA does not propose a policy and work with them towards a more aggressive 
collaborative approach that allows achieving a greater impact on the objectives set.
“DEVIDA is the public sector institution that invests the most in cacao, …, but it has 
little programmatic formulation and participates little in the sector`s collaboration 
spaces, although its name is on the national technical board, but many times either 
DEVIDA doesn’t participate or if it takes part, it doesn’t have a leadership role” 
(USAID Partner)
HAS DEVIDA-PORI PROMOTED GENDER EQUALITY 
AND INCLUSION?
FINDING 14. There is limited progress regarding the institutionalization of policies 
to promote gender equality and there is still a gender issues lack of 
knowledge among DEVIDA personnel.
Policy institutionalization progress
Within the framework of Act 28983, the Law on Equal Opportunities between Men and Women 
establishes that all public entities of the three levels of government play a role in promoting and 
guaranteeing equal opportunities between men and women, for which they have to adopt policies and 
specific institutional management measures. Within this framework, in 2017, DEVIDA established the 
Committee for Gender Equality (Executive Presidential Resolution 124-2017-DV-PE), which established 
an activity plan. As of October 2021, the Gender Committee became permanent and the Technical 
Secretariat was assumed by the Planning and Budget Office, which constitutes an opportunity to 
mainstream the planning and budgeting gender approach (Executive Presidential Resolution 119-2021-
DV-PE). 
Summary of findings:
• There is limited progress towards promoting institutionalization of gender equality policies and 
persisting gender issues unawareness with DEVIDA personnel.
• There is no evidence of indigenous groups, people with disabilities, afro Peruvians or LGBTIQ 
inclusion.
50 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Likewise, DEVIDA formulated the Gender Action Plan in 2019, but it was not approved because, 
although it was aligned with the National Gender Equality Policy, it was outdated when at the end of 
2020, the National Policy against Drugs by 2030 was approved. The DEVIDA-PORI annual report lists 
activity “1.3.2 Implementation of the gender action plan” as “not executed” (PORI Annual Performance 
Report 2018-2022 January - December 2020. Page 7). In addition to the above, a 0 percent progress of 
spending allocated towards implementation was identified in 2020. 
Some training planned in the framework of activity “1.3 Promote gender equity in access to and control 
of resources, services and decision-making, through actions with regard to women assuming active roles 
in cacao and coffee production and marketing” were also not executed due to the isolation and 
immobility measures decreed by the government due to COVID-19 (PORI Annual Performance Report 
2018-2022 January - December 2020. Page 20). 
As mentioned above, technical assistance aimed at women in the post-eradication field developed 
training events in which women participated, representing more than a third of the total. This 
percentage had a slight increase between 2019 and 2020, which went from 32.6 percent to 33.5 percent. 
In 2021, participation percentage of women was 36 percent (see the following table). 
Table 10: Women's attendance at trainings 2019 - 2021 by department (in percentage)
DEPARTMENT 2019 2020 2021*
Huánuco 33.9% 34.5% 35.5%
Junín 0.0% 0.0% 0.0%
Pasco 35.4% 37.6% 42.0%
San Martin 29.6% 31.2% 36.0%
Ucayali 29.2% 29.3% 29.9%
Total 32.6% 33.5% 36.0%
Source: DEVIDA Database, Register of Productive Diversification, 2021
Note: * January to September
Other activities carried out aimed at women were support for bakeries and derivatives transformation 
that despite generating less income compared to growing and harvesting, they are activities that reaffirm 
gender roles.
Unawareness of gender issues. The assessment concluded that the Zonal Offices and municipalities 
personnel are unaware of gender issues and activities that may be being developed. 
No, we don't know about the plan. We have not done any activity. They told us that it 
was going to be executed, but nothing was done due to the pandemic. (San Francisco 
OZ)
“I know that DEVIDA works on gender equity, but they haven’t done it here. Nor about 
women. (Leoncio Prado, Rupa, Tingo María Local Government)
In the Zonal Offices, they identified the need for tools towards promoting gender approach, especially in 
vulnerable populations.
51 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
“…to be honest, we would need more material on this matter, despite the experience 
one has, because it is another reality in the field. Even the indigenous women have 
another more marked culture” (Pucallpa OZ) 
Gender gaps. It should be noted that there are still gender gaps and male chauvinism persists in 
productive activities and the value chain in the intervention areas. Women are subordinated to 
producers and male leaders, who make decisions or control resources. The double role of women 
(reproductive and productive) subsists, which means that women do not have time available to 
participate in productive activities because they have to assume domestic tasks. 
“Persisting machismo limits the participation of women. Men and women can both go 
to meetings, but women do not participate. (Pucallpa OZ)
“There are some husbands who do not want women to participate (in associations) 
because it takes time away from the household, from the children (…) sometimes the 
husbands do not want to support taking care of the children so that the women can go 
out and carry out their activities.” (Puerto Bermúdez, Oxapampa, La Merced Farmer).
On the other hand, interventions with indigenous women require the authorization of the community 
leader. In addition to the above, the actions carried out with women have focused on activities such as 
baking and derivatives transformation, which generate fewer resources compared to growing and 
harvesting. In addition, despite the fact that the interviewees recognize a greater participation of women 
in the organizations, nevertheless few cases that assume decision-making positions are identified. 
“"I think it is important to work on this issue, these skills and capability building in 
women, since there are not many who reach decision-making positions, such as 
management, for example (...) Women already have planting and harvesting 
knowledge, but they must move towards production and marketing (Villa Rica, La 
Merced Local Government). 
“It is very important (the empowerment of women) because it is the trend in the world, 
it is the empowerment of women in an organization, even when one seeks 
international financing, the first thing they ask you is how many women are decision￾makers and how many women are there. We are giving a lot of attention to and 
interest towards that, because we have to keep up with world trends” (Santa Rosa de 
Mishollo, Tarapoto Producer).
Within this framework, it is observed that the actions developed are aimed at women and there is a lack 
of strategies that involve men and women in general; therefore, the focus is not on gender equality but 
on empowerment and greater participation of women.
FINDING 15. There is no evidence of work to include indigenous groups, people 
with disabilities, Afro-Peruvians or LGBTIQ.
National Policy for the Mainstreaming of the Intercultural Approach (approved by Executive Order 003-
2015-MC dated October 27, 2015) aims to “orient, articulate and establish the State mechanisms of 
52 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
action in order to guarantee the exercise of rights of the culturally diverse population of the country, 
particularly the indigenous peoples and the Afro-Peruvian population. It promotes a State that 
recognizes the cultural diversity innate in our society, operates with cultural relevance and thus 
contributes to social inclusion, national integration and the elimination of discrimination” (article 2) and 
its application is mandatory for all sectors and institutions of the state and all levels of government. 
Therefore, DEVIDA has the obligation to implement this policy. 
However, the evaluation did not show an indigenous groups inclusion work promoted by DEVIDA￾PORI, not even in the DEVIDA of Tingo María and Tarapoto Zonal Offices, in whose geographical areas 
indigenous communities are found. In the DEVIDA Zonal Offices of La Merced, Pucallpa and San 
Francisco, there is work with indigenous communities; however, the interventions do not have a specific 
intercultural strategy or approach and tools to work with this type of population. In other words, 
DEVIDA approaches and works with them in the same way that it does with the rest of the beneficiary 
population. 
The assessment team was able to identify some isolated work initiatives in the La Merced Zonal Office, 
such as the preparation of Life Plans, which incorporate the worldview of these groups and the 
translation and interpretation of work material in Ashanika and Yanesha.
“We have incorporated an intercultural worldview as something new because when we 
go to a CCNN (Native Community) we consider its culture and therefore, the new 
matter was Life Plans from this year with the FID. Also, communal undertakings with 
the resources of the community itself (Codo, Pozuzo and Pucallpa OZ). We have a 
brief manual to elaborate Life Plans.” (Pucallpa OZ Official)
“There was a differentiated communication work for native communities and for 
settlers, in Ashanika and Yanesha.” (La Merced OZ Official)
With regard to other vulnerable groups, DEVIDA does not have specific work strategies for the 
inclusion of people with disabilities and LGTBIQ population, and DEVIDA-PORI did not implement 
them. Despite the fact that the National Human Rights Plan 2018-2021 (approved by Ministerial 
Resolution 0290-2019-JUS) is in force, which contains Strategic Guideline No. 3: Design and 
implementation of policies in favor of special protection groups, including Afro-Peruvian and LGBTI 
populations.
It should be noted that the Disability Multisectoral National Policy for Development by 2030 is effective 
(approved by June 5, 2021 Executive Order 007-2021-MIMP) whose mandate is obligatory for all three 
levels of government public entities, but whose approval was given outside the period of this study.
In general, it was shown that both the DEVIDA Zonal Office teams and local government officials have 
no knowledge about the situation, demands or problems of people with disabilities, Afro-Peruvians and 
LGBTIQ in the intervention areas. 
“In our associations I have not been able to find any. We do not have that type of 
organizations (LGTB, Disabled, Afro-Descendants).” (San Francisco OZ)
“We have not carried out direct activities concerning LGTBIQ” (Pucallpa OZ)
53 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
OTHER FINDINGS
FINDING 16. The theory of change in DEVIDA-PORI has some weaknesses and risks to 
achieve the objectives and requires clarification.
As mentioned in the Context section of this document, the intervention's theory of change turns out to 
be complex because it is embedded in the problem of global coca production and demand. It is framed 
in the management of DEVIDA and in particular in the PIRDAIS, actors whose scope of management and 
intervention is broader than the PORI.
DEVIDA-PORI’s theory of change has objectives aimed at generating changes in the family (and 
organizations, neighborhood associations and indigenous communities, particularly in women), in 
DEVIDA and in the GLs to achieve the Purpose. Development and management changes are intended 
for two territorial actors: families and GL. In the case of DEVIDA, the intervention is aimed at internal 
management changes for the national work with the other key actors. Thus, its differentiated processes 
are also means to achieve the other objectives. In this way, the intervention is aimed at three levels that 
are different but supplementary and essential for the purpose. It is noteworthy that in this theory of 
change, an effort was made to include indicators.
The logical chain is consistent when it comes to seeking changes in families and strengthening DEVIDA. 
The GL-oriented goal is only mentioned as “technical assistance”, therefore it is part of the processes 
and therefore weakens the logical chain. Consequently, their contribution in achieving the Purpose is 
weak.
At the indicators level, greater consistency is observed in the chain of products and the impact to be 
achieved with families. It has an impact indicator related to the products, such as the family income 
indicator. In addition, this indicator is included in the FID proposal, as it is a complementary task to 
products to be achieved. However, the indicator of reduction in the coca growing area is general and 
depends on other contextual factors and not handled by the direct management of DEVIDA-PORI or 
FID. In any case, it is important to include the assumptions that exist in order to achieve change. These 
assumptions must specify the actors that can contribute to the plausibility and dynamism to focus on the 
achievement and thus also include a precise impact indicator and that its specificity implies having to 
prioritize some areas of work over others, thus avoiding dispersion of the actions or the lack of financial 
resources. 
In the case of products related to DEVIDA, it is related to changes to be achieved in the population, but 
it does not have a more precise product indicator in the management of DEVIDA (corresponding to the 
second process) such as the intersectoral action of key sectors that DEVIDA requires. 
On the topic of GLs, they have an adequate product indicator on the perception they should have of 
GORE's work. The technical assistance indicator is actually an input and it is a target. Therefore, it 
requires raising its quality (levels/type prioritization of areas or strategic technical assistance projects in 
the municipalities, among others). In addition, in these cases they are more related to PIRDAIS and FID, 
respectively. 
In this sense, we do not have these proxy type indicators and therefore determine their plausibility with 
the other instances. In addition, it requires having an adequate budgetary input by prioritized regions or 
areas where you can have a direct reference to these indicators. 
54 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
The theory of change lacks the assumptions or risks that the different levels of causal logic have in order 
to achieve the planned objectives. This implies specifying external actors and indicators to monitor and 
can contribute or pose a high risk to the project. 
Keep in mind that the process of developing a theory of change requires both knowledge of the macro 
context, the analysis of actors and stakeholders -or actors’ context-; and the organizational context. The 
latter will make it possible to determine the capability of DEVIDA as a public organization to use 
resources with the aim of triggering certain processes and actions, which depends on certain factors 
such as leadership capability, administrative capacities, and others such as technical, communicational, 
among others.
The following graphs present the theory of change according to the documents reviewed and based on 
interviews, configuring pressures in the different processes and objectives.
Graph 20: DEVIDA-PORI Theory of Change
Support 
DEVIDA 
on the 
steady 
reduction 
of illicit 
coca 
cultivation 
after 
forced 
eradicatio
n.
Theory of Change (PORI 2018-2022)
FAMILY
R.I: provide immediate 
post-eradication 
assistance for licit 
income generation 
for participating 
families.
R.1I: improve its 
monitoring, analysis, 
planning and 
coordination with 
available resources and
targets appropriately set 
in line with 
eradication plans.
DEVIDA 
R.1II: provide technical 
assistance to GLs
improving public 
investment projects 
within the framework of 
DEVIDA's Budgetary 
Programs.
Inputs Processes Objectives Purpose
• Execution strategy
• Training of DEVIDA-PIRDAIS 
professionals
• Gender action plan/ training
• Workshop training material￾modules 
• Sistematization and 
dissemination
• Diagnosis of new 
environments
• Surveys
• Monitoring of alternative
crops
• Training for municipality 
technical staff. (PIP-Invierte.pe)
• Dissemination material
• Updating of budgetary program 
appendices
Support DEVIDA 
to…
GL
• Cofinance installation & maintenance
of alternative crops.
• Improve capacities of DEVIDA￾PIRDAIS professionals (agriculture, 
gender, agroforestry, environment, 
market).
• Promote gender equity in access and 
control of resources, services and 
decision-making.
• Promote association formation 
between participating farmers.
• Promote access to markets.
• Promote community development and 
cohesion through Neighborhood Com. 
Councils. 
• Improve information
• Determine feasibility of future 
eradication areas.
• Conduct factors research (illicit crops
hinder eradication efforts).
• Monitoring of alternative crops.
• DEVIDA supports GOLO to improve PIP 
capacities.
• USAID supports DEVIDA managing 
budgetary programs. FID
55 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Graph 21: DEVIDA-PORI Theory of Change and Indicators
Source: PORI Indicators agreed in 2021 (last version)
FINDING 17. In 2020, less progress was made in the execution of the budget expenditure 
of transfers and donations, including USAID’s contribution, due to 
limitations imposed by the pandemic.
Graph 22: PIRDAIS by 2019-2020 Funding Source (soles)
Graph 22 shows the total budget allocated to 
PIRDAIS for the years 2019 and 2020. As can 
be seen, a greater amount than in the 
previous year was allocated in 2020, both 
from the budget coming from public 
resources as well as donations and transfers. 
The source of donations includes USAID’s 
contribution to PORI, within the framework 
of PIRDAIS. 
Source: MEF, 2021. Own preparation.
In 2019, 82 percent of the budget corresponded to ordinary resources and 18 percent came from 
donations and transfers. In 2020, these percentages varied: 77 percent of the total budget corresponded 
to ordinary resources, which meant a decrease in the budget from this source. While in 2020 the 
Inputs Products Impacts
Theory of Change, Indicators and Assumptions
 
1.1 Variation of the 
total annual average 
income of families 
assisted in post￾eradication areas
1.2 [Reduction of] 
Area of coca 
cultivation in Post￾eradication zones (ha)
P1. Area of assisted crops in post-eradication 
zones disaggregated by crops (ha). 
P2. Post-eradication families that market their 
products in organizations (%)
P3.-P4. Cacao and coffee crop productivity (Kg/ha)
P1. Communities intervened with eradication 
with potential for alternative development (%)
P2. Percentage of assisted crop hectares geo￾referenced in post-eradication environments (%)
P5. Women supported in post-erad. areas (%). 
P5. Neighborhood Comm. Councils - CCNN 
Boards implemented their Comm. Dev. Plan (%)
PIRDAIS
DEVIDA budget allocated to post￾eradication activities
Assumptions and risks
NO REFERENCES
Assumptions and risks
NO REFERENCES
•Target of activities related 
to PORI management budget
Idem FID
P1. Number of Local Governments that receive technical assistance 
from DEVIDA
P2. Percentage of the population with a positive perception on the 
presence of the state (GONA and GOLO) in Alternative Development 
environments with special emphasis in post-eradication areas (%)
PIRDAIS
FID
127,790
142,419
28,919
42,024
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2019 2020
Ordinary
Resources
Donations and
Transfers
56 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
percentage of the budget for donations and transfers reached 23 percent, a higher percentage than in 
2019.
In 2019, the percentage of budget execution concerning ordinary resources was 87.5 percent, which 
improved in 2020 where 97.3 percent was executed (Graph 23). In the case of budget execution 
corresponding to transfers and donations, it is evident that in 2020 the execution decreased compared 
to 2019, going from 74.5 percent to 49.2 percent, as can be seen in Graph 24.
Graph 23: Degree of 2019-2020 Transfers and Donations Execution 
Source: MEF, 2021. Own preparation.
Graph 24: Degree of 2019-2020 Transfers and Donations Execution
Source: MEF, 2021. Own preparation.
The reasons for the delay in budget execution respond to various situations in each of the Field Offices. 
In the following Table, which shows the budget and its execution per Field Offices, it can be seen that 
the greatest difficulties occurred in Pucallpa, La Merced, Iquitos, and San Juan del Oro.
87.5%
97.3%
12.5%
2.7%
2019 2020
Executed To be executed
74.5%
49.2%
25.5%
50.8%
2019 2020
Executed To be executed
57 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
In Pucallpa, no payments were made for services, analysis and interpretation of macro and 
micronutrients in soil samples, nor for national and local land and river transportation of fertilizers. 
There was also a delay in supplier compliance. 300 new hectares of cacao cultivation were not grafted. 
There was a delay in the process of purchasing goods and the payment of cacao plots in La Merced. 
Iquitos had problems purchasing goods and services, which may be due to the remoteness of the place. 
There were delays in San Juan del Oro concerning the purchase of fertilizers, pruning shears, and the 
purchase of pineapple suckers. There was a delay in Tingo María in contracting the land and river 
transport service for collection, transfer and distribution of goods. The acquisition of 360 two-handed 
pruning shears and the purchase of cacao foliar fertilizer was missing. In Tarapoto, in addition to the 
problem of purchasing scissors and wood for modules, there were no payments to suppliers.
Table 11: Degree of execution in Field Offices as of 2020, as of December (soles)
ZONAL OFFICE PROGRAMMED 
BUDGET
EXECUTED 
BUDGET
PROGRESS 
PERCENTAGE
Tarapoto 3,649,634.00 2,600,004.00 71.24%
Tingo María 3,426,092.00 2,690,979.00 78.54%
Pucallpa 3,373,730.00 2,354,492.00 69.79%
La Merced 3,412,194.00 2,372,682.00 69.54%
Iquitos 275,000.00 105,048.00 38.20%
San Juan del Oro 836,019.00 323,942.00 38.74%
Total 14,972,669.00 10,447,147.00 69.77%
Source: PIRDAIS 2020 Report.
Likewise, in the interviews carried out in the assessment, some of the situations indicated were 
confirmed and, in addition, the field teams recognized that they had a limited management capacity due 
to COVID, which limited expenses and purchases.
58 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
LESSONS LEARNED AND BEST PRACTICES
LESSONS LEARNED 
1. The ongoing accompaniment by specialists and extension agents to farmers was a key tool to 
establish a bond of trust and strengthen their commitment to alternative crops. The ongoing 
monitoring and accompaniment by specialists and extension agents from the Zonal Offices made it 
possible to learn about the needs and characteristics of the producer families and their relationship 
to the environment in which the activity is carried out. The presence of the specialists in the field 
and communication with the producers and families reinforced confidence in the work and 
sustainability of the intervention.
2. The selection of limited territories in the regions was key to achieve better technical assistance with
productivity results, despite the vulnerability of the people and the difficult environmental conditions 
in the intervention areas. The selection of producers with less degraded land allowed improvements 
in the production of alternative crops with the training and technical assistance provided. However, 
yield limits and the need for greater environmental care and management were present. The 
villagers show significant resilience and the ability to take on challenges to face changes and better 
living conditions with the cultivation of cacao and coffee, but vulnerability (social, economic, lack of 
infrastructure, security and scarcity of basic services) is a condition that limits the expansion of licit 
crops to meet the needs of the population. In the current intervention areas there are producers on 
land degraded by previous coca cultivation and they face difficulties to improve their production; 
therefore, they are candidates for future comprehensive strategies of technical support in alternative 
development.
3. The strategy of promoting community association for greater market access was key to achieving 
greater competitiveness and improved household incomes. The organization of producers in 
associations and cooperatives involved a more complex weaving of agreements, rules, developed 
plans establishing new forms of management in tasks and clear division of labor, thus promoting the 
added value of the production chain and the benefits thereof. In addition, this strategy is an 
important point in social and economic development, as it reinforces trust among the villagers in 
community work, thus collectively solving the community’s problems.
4. Citizen participation activities generate trust, which will allow for a greater consolidation of 
alternative development. The activities developed by DEVIDA with the integration of the population, 
neighborhood councils and associations through the improvement of artistic, sports and social skills, 
the identification of neighborhood needs, social support, access to government services and their 
prioritization in PIPs promoted by the local government for local development, generate confidence 
that the alternative proposed for alternative development is possible to achieve a dignified way of 
life.
5. The proposed Local and Regional Development Plans and their Institutional Operational Plans show 
weaknesses in anticipating the impact of illicit crops on the social and economic development of 
post-eradication areas; The lack of a plan to address the presence of coca within most local and 
regional governments is an important opportunity for DEVIDA's intervention in post-eradication 
areas, as it is a key player in strengthening the management of subnational bodies to complement the 
plans, objectives and activities for the DAIS. Development Plans make it possible to establish goals 
and actions for which subnational governments are responsible in the fight for DAIS and thus include 
59 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
budgets to turn them into reality. Subnational government actions with the work developed by 
DEVIDA foster synergies to unify criteria and joint action.
6. The partnerships generated between DEVIDA and USAID's strategic partners in the financial field 
improve the productivity and quality of cacao and coffee products and will benefit the beneficiaries 
of DEVIDA's intervention. 
7. The participation of women in alternative development facilitates the integration of families and the 
community in the planned actions, promoting the development of a participatory and comprehensive 
project.
8. The empowerment of women contextualized in the different cultural and linguistic environments of 
each intervention area facilitates DEVIDA's work towards their integration with the DAIS.
9. When working with native communities, it is essential to know the hierarchical structure and its 
organization because it will facilitate coordination and the implementation of actions within the 
framework of DAIS. Communities bring their members together through various cultural, kinship, 
linguistic and economic ties. There is a leader or leaders with whom dialogue is required to 
coordinate decisions and actions involving the communities. 
BEST PRACTICES
1. Technical assistance by specialists and extension agents on the plots of land and by technical teams 
to the organizations promote a virtuous circle to generate improvements in production and income.
Direct, face-to-face assistance generates a virtuous circle: greater social ties, more knowledge, more 
trust, greater production and income. The active presence of the technical teams of the Zonal 
Offices for technical assistance to producers with field demonstration sessions and according to 
production and association needs is highly valued by most of the families in the intervention areas 
because it generates greater knowledge and trust. This form of work is a good alternative to 
generate income and have a better quality of life.
2. Community tasks as a strategy for community cohesion. Community tasks were an activity carried 
out by extension agents and specialists from DEVIDA's Zonal Offices and consisted of organizing 
technical assistance sessions in the field by choosing a plot of land belonging to one of the 
participating producers. This strategy served two purposes: it was a learning space for farmers 
where specialists transferred knowledge and techniques in a practical and concrete way and, at the 
same time, it was a space where cohesion among community members was promoted, since 
participants supported each other in the maintenance of the work plots. 
3. Internships carried out in the La Merced and Pucallpa ZOs to promote trust and commitment to 
DEVIDA's work. The internships were a learning strategy implemented by DEVIDA's Zonal Offices. 
They consisted in taking groups of farmers to nearby communities to get to know closely producer 
organizations engaged in alternative crops. This activity had a significant impact, especially in the case 
of women farmers, because not only were they able to see that it was possible to organize 
themselves and generate income from a legal activity, but also that it was possible to reconcile 
productive work with reproductive work in the home. 
4. Productive diversification by small producers to cover basic food needs and sustainably expand 
incomes. Local producers had basic experience in crop diversification in the Amazon. The pandemic 
provided an opportunity to progressively expand these experiences with the support of DEVIDA 
and USAID. The diversification implemented was, on the one hand, with non-agricultural crops such 
as aquaculture and beekeeping that can easily be adapted in indigenous and non-indigenous family 
lands. On the other hand, there was diversification with agricultural crops such as fruit trees that 
60 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
were added to coffee or cacao cultivation and, in other cases, included forestry crops. This makes it 
possible to overcome the practice of monoculture among Andean migrants who settle in order to 
obtain food and income. For indigenous families, it means expanding their livelihood system, which 
uses agroforestry and fishing. Another important aspect of this good practice is that it allows 
reflecting the requirements of the area of sustainable family farming, and it will also allow the 
expansion of crops up to 20 hectares with proper environmental management, it will not degrade 
the soil by crop rotation with a circular economy cycle. It would also allow the reinforcement of 
buffer zones between indigenous people in favor of conservation areas. Consequently, it will provide 
greater sustainability to small family farmers. 
5. The environmental care approach in technical assistance to producers. The environmental care and 
conservation approach is embedded in the technical assistance provided by DEVIDA to farmers and 
is aimed at improving the quality of soil that was degraded by coca, agricultural and non-agricultural 
activities of productive diversification. An example of this is the installation of agroforestry systems. 
This environmental prospect opens up other market opportunities because it makes it possible to 
showcase products with this management for the trade that demands it. It also represents a 
collaboration with the municipalities in the development of environmental management plans 
included in the PIP proposals.
6. Monitoring used in the intervention and in the PIRDAIS. Intervention monitoring is a bulwark for 
management and sustainability, and the existence of a monitoring system in PIRDAIS that includes 
DEVIDA-PORI is a good practice within the public sector. The monitoring system makes it possible 
to identify activities, products or services, resources and beneficiaries, and to examine compliance 
with goals and budgets. Although it still has limitations for the management of the Zonal Offices, it is 
a valuable tool for management at the central level. 
7. The annual evaluation of PIRDAIS and the DEVIDA-PORI intervention. It is a good practice to 
evaluate and monitor the intervention, even more so when it is carried out by independent entities 
outside DEVIDA because it prevents interpretation biases. This good practice is important for the 
management of PIRDAIS and DEVIDA-PORI because it is possible to observe, measure and analyze 
in detail and in a disaggregated manner indicators and their components, as well as to attribute 
impacts and know the perceptions about the DAIS and the welfare of those involved. Likewise, the 
continuity in the methodology applied since 2012 (questionnaires and powerful statistical samples) 
makes it possible to examine the behavior of the indicators over time and make evaluations 
attributable to the intervention. 
61 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Conclusions
Conclusion 1
DEVIDA - PORI failed to achieve the sustained reduction of illicit crops in the 
evaluation period (July 2018 - March 2021): the goal was to reduce from 2,491 
hectares in 2017 to 1,590 in 2020, but, on the contrary, illicit crops in DEVIDA￾PORI area increased to 2,653 in 2020. This is due to different external factors
such as the “balloon effect”, since in the face of forced eradication, farmers 
move between areas and grow coca to cover their family income; compounded 
by internal factors such as the political uncertainty experienced by the country 
and covering the evaluation period which affected the national economy and 
employment. This situation was aggravated by the COVID-19 pandemic.
Related findings
• Finding 1
Conclusion 2
The improvement in household incomes in the intervention zone (post￾eradication) may be ascribed to the intervention. There are differences in 
income between the intervention population (between 2018 and 2020 there 
was an increase of 9.6 percent in the average annual income of families) and the 
population not intervened by PIRDAIS (in the same period there was a 
decrease of 1.5 percent in the average annual income of families).
Related findings
• Finding 2
Conclusion 3
The improvement in the generation of licit income is due to the fulfillment of 
the goals set, such as the increase in the area of assisted crops (52 percent
increase between 2017 and 2020), productivity, community involvement and 
commercialization, in addition to the diversification of production due to the 
pandemic.
Related findings
• Finding 2
• Finding 3
• Finding 9
Conclusion 4
The improvement in productivity (yields) per hectare of cacao and coffee is an 
achievement attributable to DEVIDA-PORI technical assistance because it had 
lower levels of production compared to non-intervention areas, derived from 
technical conditions (smaller land size, pests, conditions and limitations of 
degradation of land previously used for coca cultivation). The intervention has 
been effective in improving the quality and quantity of products (the productive 
yield of cacao increased by 36 percent in the intervention area, while in the 
non-intervention area it decreased by 10. 2 percent, while coffee yields 
increased by 64 percent in the intervention zone and 30 percent in the non￾intervention zone).
Related findings
• Finding 3
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Conclusion 5
Improvements in the monitoring and evaluation system were made possible by 
leveraging DEVIDA's previous experience. The software was improved and the 
system was enhanced to obtain real-time information that is being used for 
decision making at the central level, a process that is not yet observed in the 
Zonal Offices.
Related findings
• Finding 4
Conclusion 6
DEVIDA-PORI is not credited with the greater or better public investment in 
local governments; however, the technical assistance provided by DEVIDA with 
its own resources and with the support of the FID led to improvements in 
public investment due to a greater number of public investment projects 
generated in local governments.
Related findings
• Finding 5
Conclusion 7
The main limitation faced by DEVIDA-PORI in achieving its objectives was the 
pandemic and its consequences on the economy, such as the six-month 
lockdown, which did not allow face-to-face technical assistance with 
beneficiaries, the limitations (prohibitions) of the Government for acquisitions 
and when they were allowed, they resulted in a bottleneck, since the entire 
Peruvian and world economy had been at a standstill, limiting the provision of 
minor equipment and supplies.
Related findings
• Finding 6
• Finding 17
Conclusion 8
A second limitation to the implementation of DEVIDA - PORI is the inadequate 
planning for the timely flow of funds according to the agricultural calendar.
Related findings
• Finding 7
Conclusion 9
The limited presence of the State in the areas of intervention of DEVIDA-PORI 
is a major limitation for the development of the activity, since sectors such as 
education, health, agriculture, production and others, have isolated actions in 
the areas of intervention of DEVIDA-PORI and DEVIDA, which are 
overwhelmed by the needs of the population.
Related findings
• Finding 8
Conclusion 10
DEVIDA-PORI and DEVIDA have significant articulation and coordination at 
the micro level, with families and local governments; however, the articulation 
and coordination of DEVIDA-PORI and DEVIDA is weak at the meso and 
macro levels, for example, with government sectors (agriculture, production, 
housing and others) and Neighborhood Community Councils with other 
USAID operators.
Related findings
• Finding 3
• Finding 8
• Finding 13
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Conclusion 11
A success factor of the intervention was the quick adaptation of DEVIDA's 
managers to face the limitations imposed by the pandemic, which allowed 
planning for productive diversification, which was possible because it took 
advantage of the existence of natural resources in the area, community 
development and environmental work, all of which allowed the improvement of 
the beneficiaries’ income.
Related findings
• Finding 9
Conclusion 12
The sustainability of DEVIDA-PORI's results is based, among other aspects, on 
the trust it has generated in the beneficiaries, built through the presence of 
specialists and extension agents in the plots, in the development of the 
Community Neighborhood Councils and producer organizations, through 
productive technical assistance and social development, with results expressed 
in the improvement of their income.
Related findings
• Finding 11
Conclusion 13
The knowledge gained from technical assistance and assumed by producers, 
Community Neighborhood Councils and producer organizations, when valued 
by the beneficiaries, will become a factor of change and development for 
alternative production; however, sustainability is still weak due to the context 
and vulnerability existing in the intervention areas, which represent challenges 
that go beyond the productive intervention.
Related findings
• Finding 12
Conclusion 14
The complementarity to achieve the objectives of the intervention was low due 
to the limited leadership of DEVIDA, the lack of interest in integrating other 
public sectors and the absence of a more active and integrated work with 
private sector actors working in alternative development.
Related findings
• Finding 13
Conclusion 15
The limited progress in the promotion of gender equality in the intervention 
zones is related to the lack of elaboration and approval of a strategy articulated 
with the Gender Equality Plan and the National Anti-Drug Policy, as well as the 
continued lack of knowledge on the subject. Progress has been made with 
respect to the role of women in agricultural productive activities and within 
organizations; however, this does not directly correlate with the actions 
proposed by DEVIDA-PORI.
Related findings
• Finding 14
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Conclusion 16
No intercultural strategy or tools have been implemented to include native 
communities in the intervention areas; they are not excluded, but the same 
methodology is used as with the remaining beneficiaries. With respect to the 
population with disabilities, Afro-Peruvians and LGBTIQ, their inclusion has not 
been promoted because they have not been identified in the intervention areas.
Related findings
• Finding 10
• Finding 15
Conclusion 17
The design of DEVIDA-PORI does not take into account the adverse 
socioeconomic context and the risks involved in expanding the area of licit 
crops, which generates dependence on inputs and minor equipment provided 
to families. It is a design flaw to expect families to enter licit crops in a 
framework of coexistence and greater profitability of coca production.
Related findings
• Finding 16
Conclusion 18
DEVIDA-PORI's theory of change is complex because it is inserted in the 
problem of global coca production and demand, which implies taking into 
account the stakeholders involved and the levels of influence of external 
stakeholders, as well as development and management changes in territorial 
stakeholders and an institutional stakeholder, which are located at three 
different levels. The logical chain in local governments is the weakest.
Related findings
• Finding 16
65 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Recommendations 
FOR DEVIDA
1. In order to strengthen the improvement of cacao and coffee productivity, the following is 
recommended:
a. Adapt the management procedures and deadlines of the cooperating source to the product 
portfolio of the PP PIRDAIS, which are based on the agricultural calendar and not on the 
Peruvian fiscal year, in order to ensure the timely delivery of inputs, tools and equipment, 
which guarantees the fulfillment of the planned objectives.
b. Strengthen supervision instruments and standardize technical assistance instruments in the 
different links of the value chain of the different production chains (beekeeping, aquaculture, 
coffee, etc.) promoted by DEVIDA.
c. We recommend creating a “fund” or setting aside sufficient funds to support the start-up of 
agricultural campaigns. 
d. Promote and accompany the community processes until they are consolidated, 
supplementing the actions of PIRDAIS and FID.
2. Regarding monitoring systems, the following is recommended: 
a. Strengthen the information collection process in the field to minimize measurement errors 
and improve reporting and analysis systems. To this end, a Directive should be proposed to 
incorporate and detail the procedures and manuals for data collection and reporting, 
including the need for continuous training in data collection, report issuance and analysis in 
real time in each Zonal Office.
b. Coordinate among DEVIDA units to learn from the information collected, encouraging the 
use of SIMDEV information.
c. Implement a publicly accessible website information module aimed at internal and external 
clients, which provides information and indicators of the results of DAIS activities at the 
territorial level.
d. Strengthen the capacity to analyze relevant information for the management of the Zonal 
Office teams, promoting decentralized and timely decision making.
3. Regarding Local Governments:
a. Consider the inclusion and definition of activities that seek improvements in investment in 
Local Governments through public investment projects in the DAIS territories, considering 
their own characteristics, taking advantage of the capacities of the Zonal Offices' teams and 
thus obtaining greater resources for activities financed by DEVIDA and other sources such 
as Multiannual Investment Programming (PMI) and sectoral programs. 
b. Emphasize the GLs in consideration of criteria: (i) DEVIDA's strategy, potential to reduce 
gaps based on resource management, (iii) population capacities and participation, (iv) GL 
capacities in proposal management in post-eradication areas to expand state resources and, 
(v) capacity for democratic work and transparency with the public.
4. Regarding articulation in the face of the scarce presence of the state:
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a. DEVIDA must take on its role as articulator in the field, based on the National Anti-Drug 
Policy. In this regard, it is vital to liaise with the Regional Governments within the 
framework of the Concerted Regional Development Plans, which are linked with the sectors 
to contribute to comprehensive development, as well as with other actors such as the 
private sector.
b. Intersectoral coordination is important because interventions require specialization in the 
environmental, agricultural, and environmental health fields, among others; as well as to 
supplement resources for sustainable development work.
5. Systematize the experiences developed for the implementation of DAIS activities during the 
COVID-19 pandemic in order to derive lessons learned that serve as input to improve the 
methodologies and operational designs of the activities.
6. Expand the portfolio of activities executed with DEVIDA-PORI to consider productive 
diversification in direct execution activities, including agricultural and non-agricultural productive 
economic activities (fish farming, beekeeping, oil palm, camu camu, fariña, ginger, avocado, among 
others), taking into consideration the potential of the territory where the activities of the PIRDAIS 
Budget Program are developed, fostering food security and strengthening local markets.
7. The following is recommended to strengthen sustainability:
a. Implement actions in the technical assistance and supervision processes, which strengthen 
the trust built with the DAIS population (families, organizations), based on transparency of 
management and information; as well as in the improvement of enabling conditions for the 
exercise of its role in DEVIDA’s direct collaborators.
b. Develop actions that facilitate the monitoring of DEVIDA’s intervention population within 
the framework of DEVIDA-PORI once the intervention has been completed, in order to 
identify possible long-term effects that could have an impact on DEVIDA-PORI’s 
sustainability.
8. For the promotion of gender equality and vulnerable populations, the following is recommended: 
a. Design and approve the Gender Action Plan articulated with the National Policy on Gender 
Equality and the National Anti-Drug Policy.
b. Incorporate in DEVIDA's plans and activities guidelines to implement the National Human 
Rights Plan to include vulnerable populations.
c. Formalize, approve and disseminate the tools developed within the framework of 
incorporating gender and intercultural approaches in DEVIDA with the teams of the Zonal 
Offices. Likewise, design new specific tools for the incorporation of the gender and 
interculturality approach for productive activities directly executed by DEVIDA within the 
framework of the PP PIRDAIS. 
d. Strengthen the capacities of Zonal Office teams, officials and professionals in municipalities 
to implement actions aimed at gender equality.
e. Develop specific strategies for intervention in indigenous communities.
f. Include producer associations, neighborhood councils and boards of directors of indigenous 
communities in activities aimed at gender equality. 
g. Develop indicators to measure progress in gender equality, interculturalism and social 
inclusion. 
67 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
FOR DEVIDA AND USAID
9. Improve coordination processes between DEVIDA and USAID, so that PORI resources can be 
executed in a timely manner by DEVIDA. This is to respond effectively to the PP PIRDAIS product 
portfolio, which is based on the agricultural calendar and not the tax year. This will ensure the 
timely delivery of inputs, tools and equipment, which will guarantee compliance with the planned 
objectives. 
10. Regarding budget execution:
a. We recommend identifying the administrative processes, which show delays in the 
authorization of donation resources management and developing improvements in 
time and processes management to address donation transfers to the OZs.
b. We recommend DEVIDA to have contingency plans and reserve funds in case of 
disasters, adverse effects or high-risk disasters, to ensure continuity in the provision 
of support to families. 
11. To improve coordination at the DEVIDA-PORI intervention level, strengthen coordination between 
DEVIDA, the Zonal Offices and other USAID-supported projects, exchanging information and 
lessons learned in order to contribute to the achievement of objectives in the DAIS and 
sustainability areas.
12. Analyze and redefine DEVIDA-PORI's theory of change taking into account the National Anti-Drug 
Policy: 
a. Redefine the purpose of the PORI and update the objective, aligning it with Strategic 
Objective 1 of the National Anti-Drug Policy, so that they respond to the true effect 
that DEVIDA-PORI should produce, which is “to improve the socioeconomic 
situation of the DAIS population (families and organizations) present in areas of 
illegal coca leaf cultivation.”
b. The community involvement work not only involves promoting, but also supporting 
its consolidation in correlation or complementarity with the work of FID and 
PIRDAIS in order to achieve the objectives and purpose. In this work, identifying 
indigenous families requires targeted intervention.
c. The work process with GL is likely to be achieved if resources are allocated in a 
timely manner and with territorial intervention criteria, concentrating efforts. 
d. With DEVIDA, it is important to strengthen intersectoral or multisectoral work in 
the process, as well as the articulated intervention of the different levels of the State 
to achieve the objectives.
e. Mainstreaming gender in the operationalization of the processes with the three 
stakeholders (DEVIDA, local government, communities and families) with 
appropriate indicators.
f. Identify and specify impact, product and process indicators for the different 
stakeholders (DEVIDA, GL, JVC). With GL, it will be important to establish proxy 
indicators on the perception of the population that demands services and the 
answers achieved with the GL. Other indicators may also be proposed considering 
gap closing and the Institutional Capacity Index -ICI- of the FID. In DEVIDA, identify 
cross-sectoral indicators in the regions in relation to the support required by the 
68 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
GLs for their PIP projects, particularly the Ministries of Environment and 
Agricultural Development. 
g. Include the assumptions or risks that the different levels of the causal logic have for 
achieving the planned objectives, which involves specifying external actors and 
indicators to be monitored and may contribute to a high risk to the project.
69 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
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APPENDICES
APPENDIX A: EVALUATION TEAM
ASSESSMENT TEAM
César Sanabria Montañez, team leader
Jorge Noriega Dávila, Senior consultant, assessment specialist
Irene Cristóbal Ponce, Consultant in qualitative methodology and gender equality
Mayra Guzmán Zea, Specialist consultant on gender and inequality issues
Carlos Pure, Support in statistics and database analysis
Susana Guevara, Assessment and Inclusion Specialist, USAID MELS Project, technical supervision
QUALIFICATIONS AND EXPERIENCE OF THE ASSESSMENT TEAM
César Sanabria Montañez. Economist, Master in Economics from Universidad Nacional Mayor de San 
Marcos. He has over 25 years of experience in research on social programs and policies issues. He is a 
researcher qualified by CONCYTEC and a member of the Economic Research Institute of Universidad 
Nacional Mayor de San Marcos. Teacher at undergraduate and postgraduate level in public and private 
universities in the country.
Jorge Noriega Dávila. Sociologist, with a Master's degree in Management and Organization for 
development from Pontificia Universidad Católica del Perú. Consultant with more than 35 years as an 
expert in impact assessment and project and program planning design. He participated in more than 300 
national assessments requested by international cooperation agencies or public entities. 
Irene Cristóbal Ponce. Social communicator and anthropologist, with a Master’s degree in Social Policy 
and a Doctorate in Social Sciences, specializing in Anthropology, from Universidad Nacional Mayor de San 
Marcos. She has over 15 years of work experience applying qualitative and quantitative participatory 
methodologies for assessment of social projects of the State, national and international non-governmental 
organizations.
Mayra Zea Guzmán. Sociologist with experience in managing projects on the prevention of gender 
violence and sexual diversity; in the design and application of qualitative methodologies for research and 
assessment.
Carlos Pure. Electronic engineer specializing in applied statistics, quantitative methods, sampling, 
Diploma of Specialization in Applied Statistics at Universidad Católica. Experience in the construction of 
database indicators for Household Surveys (ENAHO), Demography and Health (ENDES). He currently 
works as Coordinator of the processing and consistency area of the ENDES 2008-2021 survey, at the 
National Institute of Statistics and Informatics (INEI).
74 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Susana Guevara, technical supervision. Sociologist, master's degree in evaluation of public policies 
from Universidad de Sevilla, Spain, and social management from Pontificia Universidad Católica del Perú. 
She has more than 25 years of experience in the design of programs and projects, the development of 
monitoring and assessment systems, the design and implementation of baselines, process and impact 
evaluations, applying quantitative and qualitative methods. She has experience in health, human rights, 
childhood, gender and vulnerable populations.
75 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
APPENDIX B: CONCEPT NOTE
PERFORMANCE 
EVALUATION OF THE
INTERVENTIONS WITH 
DEVIDA: PORI AND FID
CONCEPT NOTE
APRIL 29, 2021
76 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
BACKGROUND 
Alternative Development Program USAID for the period 2020-2025 proposes the following 
objective: "Peru expands economic and social development in post-eradication regions to sustain 
coca reduction”. Within this framework, USAID supports the development of two activities aimed 
at strengthening the governing authority of the National Policy and Strategy for the Fight Against 
Drugs of the National Commission for Development and Life without Drugs - DEVIDA:
The “Multiannual Operational Plan for Institutional Strengthening of DEVIDA (2018-
2022)” (PORI) whose purpose is to help DEVIDA sustain the reduction of illicit coca production 
after forced eradication. It has three objectives:
• Objective 1: Support DEVIDA to provide immediate post - eradication assistance that 
results in licit income generation for participating families.
• Objective 2: Support DEVIDA in improving its monitoring, analysis, planning and 
coordination so that resources are available, and targets are appropriately set and in line 
with eradication plans.
• Objective 3: Support DEVIDA to provide technical assistance to local governments so that 
public investment projects improve within the framework of DEVIDA's Budgetary 
Programs.
PORI is jointly managed and administered by DEVIDA and USAID. The execution period is 
between July 9, 2018 and December 31, 2022. The areas of intervention are the regions of 
Huánuco, San Martín, Ucayali, and Pasco. As of 2020, the regions of Junín (Río Tambo, Mazamari 
and Pangoa), Loreto and Puno were also considered. The activity indicators are found in Annex 
A).
The “Institutional Strengthening for DEVIDA (FID)” activity, whose purpose is to 
strengthen DEVIDA's capacity so that thousands of families in recently eradicated communities 
receive assistance in an efficient and timely manner. Consider three objectives:
• Outcome 1: DEVIDA more effectively facilitates State presence and delivers post –
eradication assistance.
• Outcome 2: Communities organized to define, advocate for, and implement social and 
economic development priorities.
• Outcome 3: National and sub-national governments better respond to the demand for 
services and facilitate the conditions for local economic development in targeted areas.
The activity is implemented by Chemonics International Inc. Targets are planned jointly by USAID, 
DEVIDA and the implementer. It lasts for five years, from October 2018 to October 2023. The 
scope of intervention is Ucayali, Huánuco, Pasco, San Martín, and Junín. In Annex B are the 
indicators.
77 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
PURPOSE EVALUATION
The purpose of performance evaluation of activities “Multiannual Operational Plan for Institutional 
Strengthening of DEVIDA (2018-2022)” and “Institutional Strengthening of DEVIDA (FID)” is to 
assess the progress made in the institutional strengthening of DEVIDA, analyzing the effectiveness, 
sustainability and orientation towards the impacts of the developed interventions (this means, 
whether the interventions are aimed to contribute significantly to the desired impacts).
SCOPE OF EVALUATION
The evaluation will use the Appreciative Inquiry approach which focuses on strengths rather than 
weaknesses, quite different from many evaluation approaches that focus on gaps and problems5.
The evaluation will apply the contribution analysis approach6 which allows exploring the 
contributions of the interventions in obtaining the results. It checks the theory of change and 
analyzes the factors that influence the results.
It will use a mixed methodology (quantitative and qualitative methods) to obtain relevant 
information about the achievements, the improvements that can be implemented in the future, the 
lessons learned and the successful experiences.
The PORI analysis period is from July 2018 to the first quarter of 2021 and in the case of the FID 
analysis period it covers October 2018 to the first quarter of 2021. The geographical areas that 
will be taken into account for the evaluation are Lima (DEVIDA's location) and the regions of 
Huánuco, San Martín, Ucayali, Pasco and Junín that are common to both activities. The UE VRAEM 
will be considered for the comparative analysis of the results achieved between the 
aforementioned areas and this one.
EVALUATION QUESTIONS
The key evaluation questions will answer are the following:
QUESTIONS SUB QUESTIONS
1. To what extent is PORI 
achieving the stated 
objectives?
1.1 Has the technical assistance provided to families by DEVIDA 
achieved the expected achievements?
1.2 Was the information and research generated by DEVIDA in the 
expected time, useful and of quality for decision-making at the 
national level and in the intervention areas?
1.3 Did the technical assistance provided by DEVIDA to local 
governments mean greater and better public investment aligned 
with the needs and priorities of the population?
1.4 What were the main limitations or challenges that PORI faced 
during implementation and what were the key success factors?
5 Hallie Preskill and Tessie Tzavaras Catsambas (2006). Reframing Evaluation Through Appreciative Inquiry. See here 6 BetterEvaluation. See here
78 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
QUESTIONS SUB QUESTIONS
1.5 How has the COVID-19 pandemic impacted on the 
implementation of activities?
1.6 Have unforeseen results been achieved in the initial design of the 
activity?
2. To what extent is FID 
achieving the stated 
objectives?
2.1 Have the processes supported by FID (planning, monitoring, 
procurement, human resources) generated changes in DEVIDA's 
institutional performance at the national level and in the areas of 
intervention?
2.2 What are the advances in strengthening DEVIDA's coordinating 
and articulating role for the design and implementation of policies 
and intervention models for comprehensive and sustainable 
alternative development in the country and at the local level?
2.3 What are the advances in strengthening the capacities of local 
governments for the greater offer of services and the generation 
of local development conditions?
2.4 What have been the main limitations or challenges that FID has 
faced during implementation and what are the key success factors?
2.5 How has the COVID-19 pandemic impacted on the 
implementation of activities and achievement of goals?
2.6 Have unforeseen results been achieved in the initial design of the 
activity?
3. To what extent are PORI 
and FID generating 
sustainable changes in the 
final beneficiaries?
3.1 Is there evidence that PORI and FID have generated individual 
changes, community and institutional? 
3.2 Has PORI contributed to the achievements made? 
3.3 Has FID contributed to the achievements made? 
3.4 Have PORI and FID established lines of complementarity and 
synergies with interventions from other donors and the public 
budget? 
3.5 Can sustainability factors be identified for the results obtained?
4. Have PORI and FID 
promoted gender equality 
and inclusion?
4.1 To what extent is the empowerment of women promoted in 
productive, commercial, financial, political and community 
participation activities?
4.2 Have PORI and FID promoted the inclusion of vulnerable groups 
(indigenous, people with disabilities, Afro-Peruvians, LGBTIQ?
5. What lessons learned can be identified from the implementation of both activities?
6. What good practices can be identified to replicate or expand them in other areas?
METHODOLOGY
Evaluation requires information that leads to a deep understanding of the situation to answer the 
evaluation questions. The methodology should include a mixed methods approach, with both 
quantitative and qualitative data analysis, primary and secondary.
The conclusions that emerge from the evaluation should be strongly linked to the evaluation
findings and the recommendations will be prepared jointly with the interested parties. The latter 
will be disaggregated according to the actors participating in the projects.
79 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Due to the COVID-19 pandemic and government measures to prevent its spread, this assessment 
will be carried out virtually (videoconferences by Skype, Zoom, Meet, phone calls or video calls by
WhatsApp).
The proposed techniques are the following:
- Desk review such as quarterly reports, monitoring and evaluation plan, studies carried out,
related literature produced by other institutions and secondary information.
- Online survey of professionals, technicians and DEVIDA officials from Lima, regions, and the 
local level. There is a survey applied in 2016 on DEVIDA's institutional strengthening needs 
that can be used to compare progress.
- Statistical analysis of databases of surveys applied by DEVIDA to communities and families to 
compare the situation of 2018 and 2020.
- In-depth interviews with key stakeholders: DEVIDA officials at the national, regional, and local 
level, regional and local government authorities, community leaders.
- Focus groups with the management and technical team of PORI de Lima and zonal offices, 
farmers, leaders of farmer groups, organizations, among others.
- Participatory workshops: a) the beginning of the evaluation to identify the successful cases to 
deepen the FID, b) for the analysis of the findings and the co-creation of recommendations 
of the FID project and c) for the analysis of findings and co-creation of DEVIDA project 
recommendations.
Ethical considerations must be considered when collecting primary data, especially with vulnerable 
groups.
DELIVERABLES AND WORKPLAN
Deliverable Activities Tentative dates
1. Workplan • Documentation review
• Participation in kickoff meeting with USAID and 
implementers
• Preparation of a work plan that includes data 
collection tools, field work strategy and an updated 
schedule
Week 3 of the start of the 
contract
2. Preliminary 
report
• Carry out pilot test of data collection instruments
• Collection, processing and analysis of primary and 
secondary, quantitative and qualitative data
• Participatory workshop to identify successful cases to 
deepen FID
• Process and analyze the data
• Identify preliminary findings
• Presentation of initial PORI evaluation findings with 
USAID in PPT
80 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
Deliverable Activities Tentative dates
• Presentation of initial FID evaluation findings with 
USAID in PPT
• Participate in a workshop to present findings and co￾create recommendations with FID
• Delivery of preliminary report in Spanish of PORI 
evaluation
• Delivery of preliminary report in Spanish of FID 
evaluation
Week 9 of the start of the 
contract
Week 10 of the contract 
started
Week 12 of the start of the 
contract
Week 12 of the start of the 
contract
Week 16 of the start of the 
contract
3. Final report • Delivery of the final PORI evaluation report in 
Spanish
• Delivery of the final FID evaluation report in Spanish
Week 14 of the start of the 
contract
Week 18 of the start of the 
contract
4. Evaluation
disseminatio
n
• Presentation of initial PORI evaluation findings with 
USAID in PPT
• Presentation of initial FID evaluation findings with 
USAID in PPT
Week 16 of the start of the 
contract
Week20 of the start of the 
contract
5. Conclusions 
consolidatio
n report
• Prepare a document that analyzes and consolidates 
the conclusions of the PORI and FID evaluations
Week 24 of the start of the 
contract
PROFILE EVALUATION TEAM
The minimum equipment to carry out the evaluation is the following:
POSITION ROLE PROFILE
Principal 
evaluator
Leads the team, designs the 
evaluation methodology, organizes 
data collection, conducts 
interviews, focus groups and 
surveys, conducts analyze, writes 
reports, facilitates participatory 
analysis workshops and co-creation
of recommendations. Ensures that 
the work plan is implemented 
according to deadlines.
● Master's degree or Doctorate in economics, 
social sciences, political sciences, or other areas 
related to the evaluation topics. 
● Specialization in the planning and evaluation of 
policies or programs and projects. 
● Minimum 10 years of experience leading 
evaluations or as a principal evaluator. 
● Experience in developing intervention 
evaluations in complex settings. 
● Experience in the use of mixed methods in 
evaluation: design of data collection instruments, 
81 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
POSITION ROLE PROFILE
supervision of field personnel, data analysis and 
preparation of evaluation reports. 
● Experience in facilitating participatory evaluation 
processes. 
● Experience of evaluation processes in virtual 
contexts. 
● Experience in writing evaluation reports. 
● Excellent interpersonal relationships 
● Advanced English (speak, read and write) 
Mid-level 
evaluator
Supports the design of the 
methodology, organizes and
performs data collection (survey, 
interviews or focus groups), 
analyzes secondary information, 
processes primary data, supports 
in the writing of reports and 
supports participatory analysis 
workshops and co -creation of 
recommendations.
● Bachelor's or master’s degree in economics, 
social sciences, political sciences, or other areas 
related to the evaluation topics. 
● Specialization in the planning and evaluation of 
policies or programs and projects. 
● Minimum 6 years of experience in the 
development of evaluations of interventions in 
complex settings.
● Experience in the use of mixed methods in 
evaluation: design of data collection instruments, 
supervision of field personnel, data analysis and 
preparation of evaluation reports. 
● Experience of evaluation processes in virtual 
contexts and management of virtual platforms. 
● Experience in writing evaluation reports. 
● Experience in facilitating workshops 
● Excellent interpersonal relationships 
● English at professional level (reading and writing) 
Rural 
developme
nt specialist
Supports the design of the 
methodology from his specialty, 
performs data collection 
(interviews or focus groups), 
analyzes secondary information, 
provides inputs for the reports.
● Bachelor or master´s degree in economics, 
social sciences, or agricultural sciences.
● At least 6 years of work experience in rural 
development or alternative development
● Experience in the use of mixed evaluation 
methods (data collection, processing, and 
analysis). 
● Work experience in virtual contexts.
● Experience in writing evaluation reports.
Public 
manageme
nt specialist
Supports the design of the 
methodology from his specialty, 
performs data collection 
(interviews or focus groups), 
analyzes secondary information, 
provides inputs for the reports.
● Bachelor or master’s degree in economics, social 
sciences, or political sciences. 
● Specialization in public management 
● At least 6 years of experience working with 
public sector entities, including local 
governments.
● Experience in the use of mixed evaluation 
methods (data collection, processing and 
analysis). 
● Work experience in virtual contexts and 
management of virtual platforms. 
● Experience in writing evaluation reports
Junior 
evaluator
Supports data collection, organizes 
interviews, supports organization 
of workshops.
● Bachelor of political science, social sciences or 
other areas related to the study. 
● At least 3 years of experience as a researcher or 
junior evaluator. 
● Experience in the collection and processing of 
data, preferably in the virtual environment
82 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
APPENDIX C: PORI OBJECTIVES AND INDICATORS
Indicador
Línea de 
base 
(año)
2019 2020 2021 2022 TOTAL
Propósito: Apoyar a DEVIDA en la reducción sostenida de cultivos ilícitos de coca, después de erradicación forzada.
Purpose: Help DEVIDA sustain the reduction of illicit coca production after forced eradication.
Superficie de cultivos de coca en zonas de post-erradicación 
(ha)
Hectarage of coca cultivation in post-eradication areas (ha)
Alto Huallaga, Pichis-Palcazu-Pachitea, Aguaytía
2017 
(UNODC)
2,492 1,994 1.595 1,276 1,021 1,021
Variación del Ingreso promedio anual total en familias 
atendidas en áreas de post-erradicación (%)
Average annual income variation among participating families in 
post-eradication areas (%)
2016 13.0 15,3 18.1 2L4 25.2 25.2
Objetivo l. Apoyar a DEVIDA para que brinde asistencia inmediata en post-erradicación que conduzca a la generación lícita de ingresos de las familias 
participantes.
Objective 1: Support DEVIDA to provide immediate post - eradication assistance that results in licit income generation for participating families.
Superficie de cultivos asistidos en ámbitos de post￾erradicación desagregado por cultivo (ha).
Las cifras anuales son acumulativas
Hectarage of assisted crops in post-eradication areas, 
disaggregated by crop (ha)
2017 
(SIMDEV)
12,639.0 13,286 13,950 14,618 15,380 15,380
Familias de post-erradicación que comercializan sus productos 
a través de organizaciones (%)
Post-erradication families that sell their products through farmer 
groups (%)
2017 5.40% 6.75% 8.44% 10.55% 13.18% 13.18%
Productividad del cultivo de cacao (Kg/ha)
Productivity of cacao crops (Kg/ha)
2017 508.3 559 615 677 744 744
Productividad del cultivo de café (Kg/ha)
Productivity of coffee crops (Kg/ha)
2017 522.3 575 632 695 765 765
Mujeres capacitadas en técnicas productivas (%)
Las cifras anuales son acumulativas.
Participant women trained on agricultural techniques {%)
Cumulative annual figures.
2017 31% 31% 32% 33% 34% 34%
Juntas Vecinales Comunales o Juntas Directivas de 
Comunidades Nativas que implementaron su Plan de 
Desarrollo Comunal (%)
Community Councils that have implemented their Community 
Development Plan (%)
2017 69% 72% 75% 75% 75% 75%
Objetivo 2. Apoyar a DEVIDA en mejorar su monitoreo, análisis, planificación y articulación para que los recursos estén disponibles, y las metas estén 
establecidas apropiadamente y de una manera alineada con los planes de erradicación.
Objective 2: Support DEVIDA in improving its monitoring, analysis, planning and coordination so that resources are available, and targets are appropriately set 
83 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
and in line with eradication plans.
Comunidades intervenidas con erradicación. con potencial 
para desarrollo alternativo (%)
Communities both eradicated and participating in post-eradication 
activities that have the potential to succeed in Alternative 
Development (%)
2017 50% 60% 60% 60% 60% 60%
Porcentaje de las hectáreas de cultivos asistidos geo￾referenciadas en ámbitos de post-erradicación (%)
Percentage of assisted hectares of crops that have been 
georeferenced (%)
2017 91% 93% 95% 98% 100% 100%
Objetivo 3: Apoyar a DEVIDA a brindar asistencia técnica a los Gobiernos Locales para mejorar los proyectos de inversión pública en el marco de los Programas 
Presupuestales de DEVIDA.
Objective 3: Support DEVIDA to provide technical assistance to local governments so that public investment projects improve within the framework of 
DEVIDA's Budgetary Programs.
Porcentaje de la población con una percepción positiva sobre 
la presencia del estado (Gobierno Nacional y Gobiernos 
Locales) en ámbitos de Desarrollo Alternativo con especial 
énfasis en zonas de post-erradicación (%)
Percentage population with a positive perception of State presence 
in Alternative Development areas and particularly in post￾eradication zones
2017 SD 10 15 20 20 20
Número de Gobiernos Locales que reciben asistencia técnica 
por parte de DEVIDA
Number of Local Governments that receive technical/ assistance 
from DEVIDA
20l7 18 18 18 18 18 18
84 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
APPENDIX D: FID OBJECTIVES AND INDICATORS
N° Indicador
Resultado 
medido por el 
indicador
Origen del 
indicador
Nivel del 
indicador
Unidad de 
medida
Frecuencia 
de reporte
Línea de Base Metas por Año Fiscal Meta 
Año Valor Acumulada 201
9 2020 2021 2022 2023
Propósito: Mejora de inversión pública y de ingresos en los hogares en las zonas objetivo
Purpose: Improved public investment and household incomes in targeted areas
1.1 Cantidad de 
inversión pública 
ejecutada en las 
zonas objetivo del 
FID
Amount of public 
investment executed 
in FID targeted areas
Mejora de la 
ejecución de la 
inversión pública 
del gobierno en el 
territorio 
(distritos) del 
ámbito de acción 
del FID.
Contrato Impacto Millones de 
dólares
Anual 2018 $231 $58 $123 $200 $270 $300 $300
1.2 Cambio 
(reducción) en al 
menos una 
brecha en el 
acceso a 
servicios públicos 
(agua, 
saneamiento, 
electricidad, 
caminos, etc.) en 
municipios 
asistidos
Change (reduction) 
in at least one gap 
in access to public 
services (water, 
sanitation, 
electricity, roads, 
etc.) in assisted 
municipalities.
Reducción de la 
brecha de acceso 
a un servicio 
público en el 
territorio de cada 
gobierno local
Contrato Impacto TBD Bianual 2018 TBD N/A N/A TBD N/A TBD TBD
1.3 Variación 
porcentual del 
ingreso promedio 
anual de las familias 
objetivo en las 
zonas en post￾Incremento del 
ingreso anual de las 
familias en ámbito 
post-erradicación
Contrato Impacto Variación 
porcentual
Bianual 2018 11% 0% 10% N/A 20% N/A 20%
85 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
N° Indicador
Resultado 
medido por el 
indicador
Origen del 
indicador
Nivel del 
indicador
Unidad de 
medida
Frecuencia 
de reporte
Línea de Base Metas por Año Fiscal Meta 
Año Valor Acumulada 201
9 2020 2021 2022 2023
erradicación
Percentage change in 
average annual 
income of target 
households in post￾eradication areas
Resultados de DEVIDA
DEVIDA Results
ID.1 Número de nuevas 
familias beneficiadas 
por actividades de 
post-erradicación 
en las zonas 
objetivo
Number of new 
households benefited 
by post-eradication 
activities in targeted 
areas
Incremento de 
nuevas familias 
beneficiadas por 
actividades de 
post-erradicación
Contrato Resultado 
de DEVIDA
Número de 
nuevas 
familias
Anual 2018 1,453 1,000 1,500 1,750 2,250 2,500 9,000
ID.2 Número de nuevas 
hectáreas de 
cultivos alternativos 
instalados
Number of new 
hectares of 
alternative crops 
installed
Incremento de 
nuevas hectáreas 
de cultivos 
alternativos 
instalados
Contrato Resultado 
de DEVIDA
Número de 
nuevas 
hectáreas
Anual 2018 4,169 TBD 6,000 6,000 6,000 6,000 24,000
Resultado 1: DEVIDA facilita la presencia del Estado de manera más eficaz y brinda asistencia post-erradicación
Outcome 1: DEVIDA more effectively facilitates State presence and delivers post-eradication assistance
R1.1 Porcentaje de 
avance del nivel de 
ejecución del Plan 
Anual de 
Contrataciones -
PAC de DEVIDA
Percentage of 
progress in level of 
Mejora de las 
capacidades 
institucionales de 
DEVIDA para 
ejecutar el Plan 
Anual de 
Contrataciones.
Contrato 
(modificado
)
Resultado Porcentaje Anual 2018 51.55% 15% 60% 65% 70% 75% 75%
86 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
N° Indicador
Resultado 
medido por el 
indicador
Origen del 
indicador
Nivel del 
indicador
Unidad de 
medida
Frecuencia 
de reporte
Línea de Base Metas por Año Fiscal Meta 
Año Valor Acumulada 201
9 2020 2021 2022 2023
execution of 
DEVIDA's Annual 
Procurement Plan 
(PAC)
R1.2 Número de 
políticas, planes e 
instrumentos de 
gestión de DEVIDA 
que incorporan los 
enfoques de género 
e
Interculturalidad
Number of DEVIDA 
policies, plans, and 
management 
instruments that 
incorporate a gender 
and intercultural 
approach
Instrumentos de 
gestión de DEVIDA 
con enfoques de 
género e 
interculturalidad 
formulados.
Contrato 
(modificado
)
Resultado Número de 
instrument
os
Anual N/A N/A 0 1 2 3 4 10
R1.3 Número de 
organizaciones 
comunitarias que 
gestionan iniciativas 
para acceder a 
fondos públicos y 
privados para el 
desarrollo
Number of 
community 
organizations 
managing initiatives 
to access public and 
private development 
funds
Mayor cantidad de 
organizaciones 
comunitarias que 
acceden a fondos 
públicos y privados 
orientados al 
desarrollo 
comunitario /
productivo.
Contrato 
(modificado
)
Resultado Número de 
organizacio
nes 
comunitaria
s
Anual N/A N/A 0 40 60 70 80 80
Resultado 2: Comunidades organizadas para definir, abogar por e implementar prioridades de desarrollo social y económico
Outcome 2: Communities organized to define, advocate for, and implement social and economic development priorities
87 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
N° Indicador
Resultado 
medido por el 
indicador
Origen del 
indicador
Nivel del 
indicador
Unidad de 
medida
Frecuencia 
de reporte
Línea de Base Metas por Año Fiscal Meta 
Año Valor Acumulada 201
9 2020 2021 2022 2023
R.2.
1
Valor de los fondos 
por tipo, 
asegurados para 
organizaciones 
comunitarias
Value of funds by 
type, secured for 
community 
organizations
Incremento de 
recursos 
económicos 
asegurados para 
iniciativas de 
desarrollo 
comunitarias.
Contrato Resultado Millones de 
dólares
Anual N/A N/A 0 $1.5 $3.0 $5.5 $5.0 $15
R.2.
2
Porcentaje de 
organizaciones del 
ámbito del 
proyecto que 
mejoran su Índice 
de Capital Social
Percentage of post￾eradication 
organizations that 
improve their social 
capital index
Mejora de la 
capacidad de 
gestión interna y 
externa de las 
organizaciones 
comunitarias
Contrato Resultado Porcentaje 
de 
organizacio
nes
Bianual N/A N/A N/A N/A 20% N/A 50% 50%
Resultado 3: Los gobiernos nacionales y subnacionales responden mejor a la demanda de servicios y facilitan las condiciones para el desarrollo económico local en las zonas 
objetivo
Outcome 3: National and sub-national governments better respond to the demand for services and facilitate the conditions for local economic development in targeted 
areas
R.3.
1
Porcentaje de 
gobiernos locales 
apoyados por el 
proyecto que 
mejoran su Índice 
de Capacidad
Institutional
Percentage of local 
governments 
supported by the 
project that improve 
their institutional 
capacity index
Mejora de la 
capacidad de 
gestión institucional 
de los gobiernos 
locales
Contrato 
(modificado
)
Resultado Porcentaje 
de 
gobiernos 
locales
Anual N/A N/A N/A 25% 50% 70% N/A 70%
88 | PERFORMANCE EVALUATION OF INTERVENTIONS WITH DEVIDA - PORI USAID.GOV
N° Indicador
Resultado 
medido por el 
indicador
Origen del 
indicador
Nivel del 
indicador
Unidad de 
medida
Frecuencia 
de reporte
Línea de Base Metas por Año Fiscal Meta 
Año Valor Acumulada 201
9 2020 2021 2022 2023
R.3.
2
Valor de fondos 
captados por los 
gobiernos locales 
como resultado de 
la intervención del 
proyecto
Value of funds raised 
by local governments 
as a result of project 
intervention
Incremento de 
cantidad de fondos 
presupuestales
gestionados por los 
gobiernos locales
Contrato Resultado Millones de 
dólares
Anual N/A N/A $0 $2 $6 $7 $5 $20
89 | EVALUACIÓN DE DESEMPEÑO DE LAS INTERVENCIONES CON DEVIDA: PORI USAID.GOV
APPENDIX E: DATA COLLECTION INSTRUMENTS
INTERVIEW GUIDE TO DEVIDA OFFICIALS AND TECHNICIANS (Central Level)
Dear Sir/Madam, my name is (...). I work for Evalúa consulting firm and we are conducting a study on the activities 
carried out in the MULTI-ANNUAL PLAN FOR INSTITUTIONAL STRENGTHENING OF DEVIDA (PORI) and 
INSTITUTIONAL STRENGTHENING OF DEVIDA (FID). This study focuses on the objectives achieved, the 
generation of sustainable changes, and the promotion of gender and inclusion achieved. Therefore, it will be 
important to know your views on the matter.
We remind you that all the information you provide us will be strictly confidential and will be used only for study 
purposes. Likewise, no personal data will be used, and you can decide not to answer or withdraw from the interview, 
if you consider it pertinent. 
Before we start, I would like to ask you to give me your informed consent to record the interview and start it. Do 
you agree with this?
Interview 
date
Start time End time
Position Region/office
I. IDENTIFICATION DATA
1. What position do you hold in this institution? What are your specific roles?
2. How long have you been in this position? 
II. PARTICIPATION IN DEVIDA 
3. How long have you been working at DEVIDA? o In what period or periods did you participate in DEVIDA -
PORI? How do you participate?
Goal achievement
4. In your opinion, is USAID’s support to DEVIDA for post-eradication technical assistance to farmers managing 
to generate legal income for farmers? Please tell me the reasons for your answer.
5. Did the reports and studies on the intervention of DEVIDA with the support of PORI - USAID generate 
information in the expected time? Were they useful and of quality for decision-making at the national level and 
in the areas of intervention? Do you share information collected with Regional Governments and Local 
Governments?
6. Has the information collected and analyzed made it possible to choose the most viable communities to be 
intervened? Does the methodology and experience applied in Padre Abad work? What would be the strengths 
of this methodology? How can the methodology be improved?
7. What information was the most relevant and contributed the most to the expected achievements of the 
activities (PORI)?
8. What are the strengths of DEVIDA's training program for professionals and technicians for intervention through 
PORI? Does the technical assistance provided by DEVIDA to local governments mean greater and better public 
investment aligned with the needs and priorities of the population? Do you coordinate the type of technical 
assistance that DEVIDA provides with Local Governments? Do you consider that the coordination channels for 
technical assistance to GLs are the most appropriate? What strengths do you find in the GLs so that the 
assistance can be more impactful?
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9. What do you consider to be the main limitations for the implementation of DEVIDA - PORI? How have you 
resolved these limitations? What actions were successfully carried out to overcome the limitations of technical 
assistance? How do you think these limitations could be overcome?
10. How has the COVID-19 pandemic impacted the implementation of PORI activities? How have you dealt with 
these impacts? What actions developed in the face of the pandemic could be improved?
Generation of sustainable changes in the beneficiaries.
11. Do you have evidence that PORI has generated individual, community and institutional changes? Could you 
elaborate on such evidences?
12. Of the technical assistance provided by PORI (DEVIDA) which ones have been most welcomed by the 
population? Which have had the greatest impact? And in the objectives of seeking legal income?
13. In addition to the support for farmers to attend events to promote their products and access markets, did they 
have limitations and desired results? What activities do you consider necessary to improve access to markets? 
What other activities do you consider would be necessary so that the alternative products can have greater 
commercialization?
14. What have been the main actions developed to achieve community development and social cohesion? What 
important results have they had? Limitations?
15. Taking as reference the original design of DEVIDA – PORI, were there unforeseen and favorable achievements 
in the technical assistance provided to the population? Tell me about it.
16. From your perspective, what are the most important achievements of DEVIDA’s intervention through PORI 
activities? Which ones are more sustainable?
17. What would be the strengths of the DEVIDA (PORI) intervention?
18. Has PORI contributed to the achievements of DEVIDA? What aspects are the most important that have favored 
the achievements? How did these aspects contribute to the achievements? (Explore synergies, networking and 
articulation, duplication of functions or complementarity)
19. What could be adjusted or changed in the PORI strategy to achieve greater success in DEVIDA’s objectives?
Promotion of gender equality and inclusion
20. What do you think about the empowerment of women? ¿Do you consider it important and pertinent to support 
this type of experience? What do you consider to be the most important or relevant actions to carry out?
21. Do you consider that PORI's activities have fostered the empowerment of women in the economic and social 
activities promoted by DEVIDA? How have they achieved this? 
22. What do you think about the inclusion of women in the intervention of DEVIDA, from PORI? Does this make 
the intervention more complex? Why?
23. Has PORI promoted the inclusion of vulnerable groups (indigenous people, people with disabilities, Afro￾Peruvians, LGBTIQ)? How have you achieved this? 
Lessons learned
24. Could you tell me what lessons you can identify from the DEVIDA intervention with the PORI activities?
25. What things would you change, do better or could improve?
III. PARTICIPATION IN THE FID
26. Since when do you participate in the FID?, In what period/periods did you participate in the FID? How do you 
participate/did you participate?
Goal Achievement
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27. Were you part of the review of the DEVIDA Management Instruments? of what instruments? How did you 
participate? 
28. What was the specific support provided by USAID in this activity? 
29. Do you consider that USAID’s support was relevant in the revision of these instruments? What do you think 
were its main contributions? What were the main difficulties or limitations? 
30. Were you part of the strengthening of DEVIDA’s monitoring and assessment system? How did you participate? 
31. What was the specific support provided by USAID in this activity? 
32. Do you consider that USAID’s support was relevant in the revision of these instruments? What do you think 
were its main contributions? What were the main difficulties or limitations? 
33. Were you part of the strengthening of DEVIDA’s public procurement system? How did you participate? 
34. How has the monitoring and assessment work been carried out? Elaborate on mechanisms and systems.
35. What was the specific support provided by USAID in this activity? 
36. Do you consider that USAID’s support was relevant in the revision of these instruments? What do you think 
were its main contributions? What were the main difficulties or limitations? 
37. How has the COVID-19 pandemic impacted the implementation of the activities? How have you dealt with these 
impacts? What actions developed in the face of the pandemic could improve?
Generation of sustainable changes in the beneficiaries
38. What do you consider to be the changes and positive aspects achieved in the communities?
39. Do you have evidence that FID has generated individual, community and institutional changes? Could you 
elaborate on such evidences?
40. Do you think that these changes can be sustainable over time?
41. What actors or allies or conditions would be needed for them to be sustainable?
42. Taking the original design of the FID as a reference, were there unforeseen and favorable achievements in the 
technical assistance provided to the population?
43. From your perspective, what are the most important achievements of DEVIDA's intervention through FID 
activities? Which ones are more sustainable?
44. What would be the strengths of the DEVIDA (FID) intervention?
45. Has FID contributed to the achievements of DEVIDA? What aspects are the most important that have favored 
the achievements? How did these aspects contribute to the achievements? (Explore synergies, networking and 
articulation, duplication of functions or complementarity).
46. What could be adjusted or changed in the FID strategy to achieve greater success in DEVIDA’s objectives?
Promotion of gender equality and inclusion
47. What do you think about the empowerment of women? ¿Do you consider it important and pertinent to support 
this type of experience? What do you consider to be the most important or relevant actions to carry out? 
48. Does this make the intervention more complex? Why?
49. Do you consider that the activities of DEVIDA from the FID have promoted the empowerment and decision￾making of women producers from the communities in economic and social activities? 
50. What do you consider have been the most important actions carried out? Could you identify which populations 
and/or in which areas? 
51. What limitations have you seen and how have you overcome them?
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52. What do you know about the Gender Plan carried out in 2019 by DEVIDA? Was it implemented? Yes? No? 
Why?
53. Do you think that the activities carried out by DEVIDA from the FID in the communities have promoted the 
inclusion of vulnerable groups (indigenous people, people with disabilities, Afro-Peruvians, LGBTIQ)? How have 
you achieved this?
Lessons learned
54. Could you tell me what lessons you can identify from the DEVIDA from the FID?
55. What things would you change, do better or could improve?
Thank you for your participation.
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INTERVIEW GUIDE FOR CHEMONICS - FID OFFICIALS
Dear Sir/Madam, my name is (...). I am working for EnCompass/MELS and we are carrying out a study on the activities 
developed in the MULTI-ANNUAL OPERATIONAL PLAN FOR INSTITUTIONAL 
STRENGTHENING OF DEVIDA (PORI). This study focuses on the achievements obtained, the changes 
generated and the promotion of gender equality and inclusion. Therefore, it will be important to know your thoughts 
on the matter. Your answers, opinions and ideas are very important for the task that we are carrying out.
I want you to feel free to express what you think, even if other people don't think the same. If you don't agree with 
what is being discussed, please let us know. Also, if you do not want to answer a question you are not obliged to do 
so. I inform you that the interview will last approximately between 60 and 90 minutes. 
I also want to inform you that your responses will remain confidential. No one outside of this group will find out 
what you said. The study team will take notes during the interview. However, since we cannot take note of 
everything, we would like to record this meeting. We will keep all files protected and all recordings will be destroyed 
at the end of the study.
We remind you that all the information you provide will be strictly confidential and will be used only for study 
purposes, respecting your right to confidentiality. In addition, it will be destroyed after analyzing it. Likewise, no 
personal data will be used, and you can decide not to answer or withdraw from the interview, if you consider it 
pertinent. 
Finally, I assure you that there are no major risks regarding your participation in this interview, and the information 
you provide us will help improve the strategies and activities developed by DEVIDA, which will lead to a higher level 
of development in the targeted areas. 
Before we start, I would like to ask you to give me your informed consent to record the interview and start it. 
Do you agree with this?
Interview 
date
Start time End time
Position Region/office
I. IDENTIFICATION DATA
1. What position do you hold in this institution? What are your specific roles?
2. How long have you been in this position?
3. What do you know about the FID? How is it implemented? How does it complement other activities carried 
out by DEVIDA concerning alternative development?
Theory of change
4. Was the target population what was planned at the beginning of the intervention or did it change over time? 
How did that target population change and why?
5. Of the results that were planned to be achieved, which do you think will be achieved and which will not?
6. Are there results that were not planned and yet you believe they will be achieved?
7. Of the allies you initially considered for joint work, which ones were you unable to work with? Which ones 
were included?
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8. Do you consider that the assumptions that were initially formulated for the project are maintained or have 
they changed?
9. Are the services currently delivered to the beneficiary population the same as those planned at the beginning 
of the project or have they changed?
Goal Achievement
10. Regarding the review of management instruments: What do you think were its main contributions? What were 
the main difficulties or limitations? 
11. Were you part of the strengthening of DEVIDA’s monitoring and assessment system carried out by the FID? 
How did you participate? 
12. What was the specific support provided by FID in this activity? Do you consider that FID’s support was relevant 
in the revision of these instruments? What do you think were its main contributions? What were the main 
difficulties or limitations? 
13. Were you part of the strengthening of DEVIDA’s public procurement system promoted by FID? How did you 
participate
14. What was the specific support provided by FID in this activity? 
15. Do you consider that FID’s support was relevant in this strengthening? What do you think were its main 
contributions? What were the main difficulties or limitations? 
16. What do you think of FID’s support to DEVIDA for the strengthening of the coordinating and articulating role 
for the design and implementation of policies and intervention models for comprehensive and sustainable 
alternative development in the country and at the local level? Why?
17. What is the progress made in strengthening the capacities of local governments for a greater offer of services? 
What evidence do you have about it?
18. Do you consider that FID has achieved the generation of local development conditions? Why? What are these 
conditions or aspects of local development? What evidence do you have about it?
19. How has the COVID-19 pandemic impacted the implementation of the activities? How have you dealt with these 
impacts? What actions developed in the face of the pandemic could improve?
Generation of sustainable changes in the beneficiaries
20. What do you consider to be the changes and positive aspects achieved in the communities by the FID?
21. Do you have evidence that FID has generated individual, community and institutional changes? Could you 
elaborate on such evidences?
22. Do you think that these changes can be sustainable over time? Why?
23. What actors or allies or conditions would be needed for them to be sustainable?
24. What would be the strengths of FID’s intervention?
25. Has FID contributed to the achievements of DEVIDA? What aspects are the most important that have favored 
the achievements? How did these aspects contribute to the achievements? (Explore synergies, networking and 
articulation, duplication of functions or complementarity).
Promotion of gender equality and inclusion
26. What do you think about the empowerment of women? Do you consider it important and pertinent to support 
this type of experience? What do you consider to be the most important or relevant actions to carry out?
27. Do you consider that FID’s activities have fostered the empowerment of women in the economic and social 
activities promoted by DEVIDA? How have they achieved this?
95 | EVALUACIÓN DE DESEMPEÑO DE LAS INTERVENCIONES CON DEVIDA: PORI USAID.GOV
28. What do you think about the inclusion of women in DEVIDA’s intervention, from the FID? Does this make the 
intervention more complex? Why? What about decision-making processes and management positions?
29. Has FID promoted the inclusion of vulnerable groups (indigenous people, people with disabilities, Afro￾Peruvians, LGBTIQ)? How have you achieved this? 
Lessons learned
30. Could you tell me what lessons you can identify from FID’s intervention?
31. What things would you change, do better or could improve?
Best practices
32. Comment on the successful cases to be considered as best practices (generation, innovation, recognition, 
escalation). Indicate which would be the most recognized. Why?
How can these actions be replicated or carried out in other areas and/or with other organizations?
Thank you for your participation.
96 | EVALUACIÓN DE DESEMPEÑO DE LAS INTERVENCIONES CON DEVIDA: PORI USAID.GOV
INTERVIEW GUIDE FOR OFFICERS FROM ZONAL OFFICES - DEVIDA
(Note: at the beginning, check that you are a member from the DEVIDA (PORI) or FID team so as to specify the 
question when necessary)
Dear Sir/Madam, my name is (...). I work for Evalúa consulting firm and we are conducting a study on the activities 
carried out in the MULTI-ANNUAL PLAN FOR INSTITUTIONAL STRENGTHENING OF DEVIDA (PORI) and 
INSTITUTIONAL STRENGTHENING OF DEVIDA (FID). This study focuses on the objectives achieved, the 
generation of sustainable changes, and the promotion of gender and inclusion achieved. Therefore, it will be 
important to know your views on the matter.
We remind you that all the information you provide us will be strictly confidential and will be used only for study 
purposes. Likewise, no personal data will be used, and you can decide not to answer or withdraw from the 
interview, if you consider it pertinent. 
Before we start, I would like to ask you to give me your informed consent to record the interview and start it. Do 
you agree with this?
Interview 
date
Start time End time
Position Region/office
I. IDENTIFICATION DATA
1. What are your specific duties for your position? 
2. How long have you been in this position? 
II. PARTICIPATION IN DEVIDA/FID
Goal Achievement
3. How was coordination managed by the implementation team of the activity with you and with the specialists 
of the Zonal Office under your responsibility?
4. Do you consider that the technical assistance provided by DEVIDA to local governments has been useful for 
producers and the community?
5. How? What about associative, productive, commercial development?
6. How do you think producers perceive the technical assistance provided? Elaborate on this. 
7. Do you consider that DEVIDA/ FID/ PORI provided greater and better public investment aligned with the 
needs and priorities of the population? Tell me about corroborating evidence.
8. Do you consider that the population perceives the greatest application of this investment?
9. Why? Is there evidence about it? Tell me about it.
10. Do you consider that DEVIDA/FID/PORI has promoted economic improvements in organizations to carry out 
development activities or initiatives in your community?
11. Do you consider that the activities and interventions of DEVIDA/FID/PORI have improved the internal and 
external management capacity of community organizations? Tell me about any improvements within the 
organizations and with the population of producers. If there are improvements in the work with networks or 
in the organization with respect to others.
12. How has the monitoring and assessment work been carried out? Elaborate on mechanisms and systems.
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13. Was the information and research generated by DEVIDA in the expected time, useful and of quality for 
decision-making at the national level and in the areas of intervention?
14. Do you consider that the processes supported by FID (planning, monitoring, procurement, human resources) 
have generated changes in the institutional performance of DEVIDA at the national level and in the areas of 
intervention?
15. What is the progress in strengthening the coordinating and articulating role of DEVIDA/FID/PORI for the 
design and implementation of policies and intervention models for comprehensive and sustainable alternative 
development in the country and at the local level? 
16. What is the progress in strengthening the capacities of local governments for a greater offer of services and 
the generation of conditions for local development? 
17. What have been the key success factors of all these activities carried out by DEVIDA/FID/PORI? Tell me about 
it.
18. Regarding involvement, what factors facilitated the work with the associations? What elements facilitated the 
work with producers?
19. What were the main limitations or challenges that DEVIDA/FID/PORI faced during the implementation of 
their activities in local governments? Tell me about it. (Investigate due to insufficient information on progress 
in the implementation of activities).
20. What were the main limitations or challenges faced by DEVIDA /PORI (installation of coffee and cacao crops, 
pest control, and participation in fairs).
21. What other information and how often do you think the activity implementation team should report to you? 
22. Are there any limitations that have not yet been overcome? Explain why.
23. How has the COVID-19 pandemic impacted the implementation of activities? What did you do to deal with 
this?
Generation of sustainable changes in the beneficiaries.
24. Do you think that the implementation of the activity in this locality can generate positive changes in the area 
where the zonal office is located? Why? Tell me about it.
25. What do you consider to be the changes and positive aspects achieved in the producers and in the 
community?
26. Do you have evidence that DEVIDA/FID/PORI has generated individual, community and institutional changes 
in the producers and the community? Could you comment on this evidence?
27. Do you think that these changes can be sustainable over time?
28. How has the work with the neighborhood councils been? Explain.
29. What actors or allies or conditions would be needed for them to be sustainable?
30. Do you consider that DEVIDA/FID/PORI has established lines of complementarity and synergies with 
interventions from other donors? And what about the public budget? (Explore synergies, networking and 
articulation, duplication of functions or complementarity).
31. What would you propose to improve the implementation process of the activities?
32. What would you propose to give sustainability to the technical assistance provided to producers and local 
governments? And would this be possible directly with the population, organization or local government?
Promotion of gender equality and inclusion
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33. What do you think about the empowerment of women? ¿Do you consider it important and pertinent to 
support this type of experience? What do you consider to be the most important or relevant actions to carry 
out? 
34. Does this make the intervention more complex? Why?
35. Do you consider that DEVIDA/FID/PORI has promoted greater participation of women in organizations? Has 
this been positive in promoting equity between men and women in decision-making? Tell me about it.
36. Do you consider that networking has been strengthened? Tell me about it.
37. To what extent have the actions developed by DEVIDA/FID/PORI promoted the empowerment of women in 
productive, commercial, financial, political and community participation activities? Tell me about it.
38. Have the actions developed by DEVIDA/FID/PORI promoted gender equality and inclusion? Tell me about it.
39. Have the actions developed by DEVIDA/FID/PORI promoted the inclusion of vulnerable groups (indigenous 
people, people with disabilities, Afro-Peruvians, LGBTIQ)? Tell me about this. What do you think has been the 
most successful action? Why? Can you show any evidence?
Lessons learned
40. What have you learned from your participation in these activities promoted by DEVIDA/PORI/FID/USAID? 
Tell me about it.
41. What things would you change, do better or could improve?
Identified best practices 
42. What can you tell me about the achievements obtained with the implementation of the activities? (Explore the 
activities that correspond and those that you consider most emblematic/successful). Indicate which would be 
the most recognized. Can other aspects be achieved?
43. Achievements by the organizations? Achievements by DEVIDA/FID/PORI? Tell me about it.
44. How can these actions be replicated or carried out in other areas and/or with other organizations?
Thank you for your participation.
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INTERVIEW GUIDE FOR LOCAL GOVERNMENT AUTHORITIES AND OFFICIALS 
Dear Sir/Madam, my name is (...). I work for Evalúa consulting firm and we are conducting a study on the activities 
carried out in the MULTI-ANNUAL PLAN FOR INSTITUTIONAL STRENGTHENING OF DEVIDA (PORI) and 
INSTITUTIONAL STRENGTHENING OF DEVIDA (FID). This study focuses on the objectives achieved, the 
generation of sustainable changes, and the promotion of gender and inclusion achieved. Therefore, it will be 
important to know your views on the matter.
We remind you that all the information you provide us will be strictly confidential and will be used only for study 
purposes. Likewise, no personal data will be used, and you can decide not to answer or withdraw from the interview, 
if you consider it pertinent. 
Before we start, I would like to ask you to give me your informed consent to record the interview and start it. Do 
you agree with this?
Interview 
date
Start time End time
Position Region/office
I. IDENTIFICATION DATA
1. What position do you hold in this institution? What are your specific roles?
2. How long have you been in this position? 
II. PARTICIPATION IN DEVIDA (This applies if you are a DEVIDA official involved in PORI 
activities)
3. Since when or in what periods have you participated in the activities carried out by DEVIDA? How do you 
participate? 
Goal Achievement
4. How does the GR (GL) participate or has participated in the post-eradication activities supported by DEVIDA?
5. Does the GR (or GL) also participate in financing the installation and maintenance of new hectares of alternative 
crops? Or, how does the GR (GL) participate in the installation and maintenance of new hectares of alternative 
crops? What positive aspects does DEVIDA’'s participation have in the installation and maintenance of new 
alternative crops? What should be improved about these activities?
6. DEVIDA collects information for better planning and action with the activities it promotes. Do you participate 
in the collection of information? Does DEVIDA share the information it collects? What aspects should be 
improved so that there is better information on the actions carried out by DEVIDA?
7. Does DEVIDA consult you about which areas or places should be eradicated? Or if the areas that DEVIDA 
chose for eradication are viable or not? How should the selection of eradication areas be improved?
8. Does DEVIDA support you in your Public Investment Projects? What are the strengths that you recognize in 
the support in the PIPs? And what are the strengths of DEVIDA’s support for budget management? In both 
cases, what and how should DEVIDA’s action be improved?
Generation of sustainable changes in the beneficiaries.
9. Do you have evidence that DEVIDA has generated individual, community and institutional changes? Could you 
comment on this evidence?
10. What alternative crops have been most popular among farmers? What is the reason for this?
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11. Within your jurisdiction, how is the environmental conservation approach organized and developed in 
alternative crops? Is this approach feasible in your region (or GL)?
12. Has DEVIDAs intervention, which promotes association and networking among farmers, generated productive 
and social improvements? If there are improvements, can you please tell us about a case?
13. What limitations does the technical assistance provided have? What strengths have you seen? How can you 
improve DEVIDA’s technical assistance for farmers?
14. When farmers attend, supported by DEVIDA, promotion, marketing and market access events for their 
alternative products. Is it a good alternative? What aspects need improvement?
15. How has the promotion of community development and social cohesion been through the Neighborhood 
Councils promoted by DEVIDA? What are the strengths that you find in these activities? How can these types 
of interventions be further improved? How to make it sustainable over time?
16. What are the most important achievements of DEVIDA's intervention through the activities it develops? Which 
ones are more sustainable?
17. What would be the strengths of DEVIDA’s intervention? 
18. How have you contributed to the activities of DEVIDA? What aspects are the most important that have favored 
the achievements? How did these aspects contribute to the achievements? (Explore synergies, networking and 
articulation, duplication of functions or complementarity).
19. What could be adjusted or changed in DEVIDA’s strategy to achieve greater success in the eradication objectives 
and generation of more income for farmers?
Promotion of gender equality and inclusion
20. What do you think about the empowerment of women? ¿Do you consider it important and pertinent to support 
this type of experience? What do you consider to be the most important or relevant actions to carry out? 
21. Does this make the intervention more complex? Why?
22. In the Gender Action Plan that DEVIDA develops in its intervention, how does your GR or (GL) participate? 
Do you have any examples of women who have led their own business or production?
23. Have the productive skills that DEVIDA has generated in women been certified? Does your GR (or GL) 
participate in it? How should this certification be improved?
24. Do you consider that the activities promoted by DEVIDA have fostered the empowerment and decision-making 
of women producers in the communities in economic and social activities? What do you consider have been the 
most important actions carried out? What limitations have you seen and how to overcome them?
25. Do you consider that DEVIDA activities have promoted the inclusion of vulnerable groups (indigenous people, 
people with disabilities, Afro-Peruvians, LGBTIQ)? How have you achieved this? 
Lessons learned
26. Could you tell me what lessons you can identify from the DEVIDA activities?
27. What things would you change, do better or could improve?
III. PARTICIPATION IN FID (It applies if you are a DEVIDA official involved in FID activities)
28. Since when do you participate in the FID? o In what period/periods did you participate in the FID? How do you 
participate/have participated? In what activities? 
Goal Achievement
29. Were you part of the preparation of the Multiannual Investment Programming (PMI) of your municipality? How 
did you participate, in what activities? 
30. What was the specific support provided by USAID in this activity? 
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31. Do you consider that the support of USAID was relevant in the preparation of this Programming? What do you 
think were its main contributions? What were the main difficulties or limitations? 
32. Do you know if the progress of investments is monitored in your Municipality? Under what system or modality? 
33. Has USAID, through the FID, supported the monitoring of these investments? In what way, what was the 
concrete support for this activity? 
34. Were you part of the PEI/POI update? How did you participate, in what activities? 
35. What was the specific support provided by USAID in this activity? 
36. Do you consider that USAID’s support was relevant in updating these instruments? What do you think were its 
main contributions? What were the main difficulties or limitations? 
37. What activities have been carried out to strengthen REMURPE from your municipality? Have you participated 
in these? 
38. What was the specific support provided by USAID in this activity? 
39. Do you consider that USAID's support was relevant in updating these instruments? What do you think were its 
main contributions? What were the main difficulties or limitations? 
40. How has the COVID-19 pandemic impacted the implementation of activities? How have you faced the COVID￾19 pandemic to implement FID activities?
41. Taking the original design of the FID as a reference, were there unforeseen and favorable achievements in the 
technical assistance provided to the municipality?
Generation of sustainable changes in the beneficiaries.
42. What do you consider to be the changes and positive aspects achieved in the communities?
43. Do you have evidence that FID has generated individual, community and institutional changes? Could you 
comment on this evidence?
44. Do you think that these changes can be sustainable over time?
45. What actors or allies or conditions would be needed for them to be sustainable?
46. From your perspective, what are the most important achievements of DEVIDA’s intervention through FID 
activities? Which ones are more sustainable?
47. What would be the strengths of DEVIDA’'s intervention through FID activities?
48. Do you consider that FID has contributed to the achievements reached by DEVIDA? What aspects are the most 
important that have favored the achievements reached? How did these aspects contribute to the achievements? 
(Explore synergies, networking and articulation, duplication of functions or complementarity).
49. What could be adjusted or changed in the FID strategy to achieve greater success in DEVIDA’s objectives?
Promotion of gender equality and inclusion
50. What do you think about the empowerment of women? ¿Do you consider it important and pertinent to support 
this type of experience? What do you consider to be the most important or relevant actions to carry out? 
51. Does this make the intervention more complex? Why?
52. Do you consider that the activities promoted by the FID have promoted the empowerment and decision-making 
of women producers in the communities in economic and social activities? What do you consider have been the 
most important actions carried out? What limitations have you seen and how have you overcome them?
53. Do you think that the activities carried out by DEVIDA/FID/USAID in the communities have promoted the 
inclusion of vulnerable groups (indigenous people, people with disabilities, Afro-Peruvians, LGBTIQ)? How have 
you achieved this?
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Lessons learned
54. Could you tell me what lessons you can identify from the DEVIDA activities?
55. What things would you change, do better or could improve?
Thank you for your participation.
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INTERVIEW GUIDE FOR LEADERS REPRESENTATIVES OF ASSOCIATIONS, 
ORGANIZATIONS OR COMMUNITY LEADERS 
Dear Sir/Madam, my name is (...). I work for Evalúa consulting firm and we are conducting a study on the activities 
carried out in the MULTI-ANNUAL PLAN FOR INSTITUTIONAL STRENGTHENING OF DEVIDA (PORI) and 
INSTITUTIONAL STRENGTHENING OF DEVIDA (FID). This study focuses on the objectives achieved, the 
generation of sustainable changes, and the promotion of gender and inclusion achieved. Therefore, it will be 
important to know your views on the matter.
We remind you that all the information you provide us will be strictly confidential and will be used only for study 
purposes. Likewise, no personal data will be used, and you can decide not to answer or withdraw from the interview, 
if you consider it pertinent. 
Before we start, I would like to ask you to give me your informed consent to record the interview and start it. Do 
you agree with this?
Interview 
date
Start time End time
Position Region/office
IDENTIFICATION DATA
1. What position do you hold in this institution? What are your specific roles?
2. How long have you been in this position? 
Goal Achievement
3. What are the most important activities carried out by DEVIDA/FID/USAID? (Explore the activities that 
correspond to the FID and that you consider most emblematic/successful).
4. How did your participation go?
5. Do you think they have been successful? Why?
6. What do you consider have been the main limitations or challenges that DEVIDA/FID/USAID has had during 
the performance of its activities? What was done to solve them? 
7. Do you think that the COVID-19 pandemic has influenced or affected the activities in any way? Tell me about 
this.
8. Do you think that unforeseen results have been achieved with some of the activities?
9. Do you consider that the technical assistance/training provided by DEVIDA/FID/USAID has been useful? Has it 
been what you needed?
10. What limitations did you find?
11. Do you consider that the self-management of organized producers has been strengthened?
12. How? What about associative, productive, commercial development?
13. Do you consider that DEVIDA/FID/USAID has promoted economic improvements in your organization to carry 
out development activities or initiatives in your community?
14. Do you consider that the activities and interventions of DEVIDA/FID/USAID have improved the internal and 
external management capacity of community organizations? Tell me about it if there are improvements within 
your organization and with the population of producers.
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Generation of sustainable changes in the beneficiaries
15. At the beginning of the DEVIDA/FID/USAID intervention, what was the situation of the producer organization 
in terms of associative, productive and commercial development?
16. How is it now?
17. Is there evidence that FID has generated individual and community changes?
18. To what extent are DEVIDA/FID/USAID generating useful changes for you that can be maintained and continued 
over time?
19. What are those changes?
20. What favors and makes these changes possible? Explore by aspects in the population, in the organization, 
management, activities, economic aspects, etc.
21. Can sustainability factors be identified for the results obtained?
Promotion of gender equality and inclusion
22. What do you think about the empowerment and participation of women? Do you consider it important and 
positive to support this type of experience? Do you think it complicates the activities that have been carried 
out? (Explore if there are negative perceptions about it. What do you consider to be the most important or 
relevant actions to carry out?
23. Do you consider that DEVIDA/FID/USAID has promoted greater participation of women in organizations? Has 
this been positive in promoting equity between men and women in decision-making? Tell me about it.
24. Do you consider that networking has been strengthened? Tell me about it.
25. To what extent is the empowerment of women promoted in productive, commercial, financial, political and 
community participation activities? Tell me about it.
26. Have the actions developed by DEVIDA/FID/USAID promoted gender equality and inclusion? Tell me about it.
27. Have the actions developed by DEVIDA/FID/USAID promoted the inclusion of vulnerable groups (indigenous 
people, people with disabilities, Afro-Peruvians, LGBTIQ)? Tell me about this.
Lessons learned
28. What have you learned from your participation in these activities promoted by DEVIDA/FID/USAID? Tell me 
about it.
29. What things would you change, do better or could improve?
Identified best practices
30. What do you think are the most positive actions of all the work done so far? (Explore the activities that 
correspond to the FID and that they consider most emblematic/successful).
31. Achieved by the organizations? Achieved by DEVIDA/FID/USAID? Tell me about it.
32. How can these actions be replicated or carried out in other areas and/or with other organizations?
Thank you for your participation.
INTERVIEW GUIDE FOR PRODUCERS
105 | EVALUACIÓN DE DESEMPEÑO DE LAS INTERVENCIONES CON DEVIDA: PORI USAID.GOV
Dear Sir/Madam, my name is (...). I work for Evalúa consulting firm and we are conducting a study on the activities 
carried out in the MULTI-ANNUAL PLAN FOR INSTITUTIONAL STRENGTHENING OF DEVIDA (PORI) and 
INSTITUTIONAL STRENGTHENING OF DEVIDA (FID). This study focuses on the objectives achieved, the 
generation of sustainable changes, and the promotion of gender and inclusion achieved. Therefore, it will be 
important to know your views on the matter.
We remind you that all the information you provide us will be strictly confidential and will be used only for study 
purposes. Likewise, no personal data will be used, and you can decide not to answer or withdraw from the interview, 
if you consider it pertinent. 
Before we start, I would like to ask you to give me your informed consent to record the interview and start it. Do 
you agree with this?
Interview 
date
Start time End time
Position Region/office
Goal Achievement
1. What community organizations, cooperatives or grassroots organizations exist in your community?
2. Are you a member of any of these organizations in your community? Explain when and how it was achieved.
3. In your community, which institutions have provided technical assistance and of what type (organizational, 
agricultural production, forestry, inter-institutional agreements, environmental, gender, intercultural, etc.)? And 
what was new or valuable for your family concerning the activities carried out by DEVIDA/FID/USAID?
4. What are the most important activities carried out by DEVIDA/FID/USAID? (Explore the activities that 
correspond to the organizational FID, agricultural production, forestry, inter-institutional agreements, 
environmental, gender, intercultural, etc. that they consider most emblematic/successful).
5. How did your participation go?
6. Which ones do you consider have been useful or new for you and your family? Why? (Explore the factors that 
led to success / achievements).
7. What do you consider have been the main limitations or challenges that DEVIDA/FID/USAID have had during 
the performance of their activities? What was done to solve them?
8. Regarding the training to strengthen organizational leadership, do you consider that they have promoted 
participation and consensus in your community? Tell me about the important achievements.
9. Regarding the training to strengthen organizational leadership, do you consider that they have promoted greater 
relationships with other entities? Tell me about the important achievements.
10. Do you consider that DEVIDA/FID/USAID has promoted economic improvements in your organization to carry 
out development activities or initiatives in your community? Was it possible to expand local budgets with 
contributions from local, regional government or other cooperation entities?
11. Do you consider that the activities and interventions of DEVIDA/FID/USAID have improved the internal and 
external management capacity of community organizations? Tell me about any improvements within your 
organization and with the population of producers. If there are improvements in the work with networks or in 
the organization with respect to others.
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12. Do you think that the COVID-19 pandemic has influenced or affected the activities in any way? Tell me how it 
did. 
13. What other factors can have a negative impact?
Generation of sustainable changes in the beneficiaries
14. At the beginning of the DEVIDA/FID/USAID intervention, what was the situation of the producer organization 
in terms of associative, productive and commercial development?
15. How is it now?
16. Is there evidence that FID has generated individual and community changes?
17. To what extent are DEVIDA/FID/USAID generating useful changes for you that can be maintained and continued 
over time?
18. What are those changes?
19. What favors and makes these changes possible? Explore by aspects in the population, in the organization, 
management, activities, economic aspects, etc.
20. In this regard, do you consider that the planned achievements were achieved with the producers, with their 
families? And with organizations?
21. Do you consider that without the presence of DEVIDA the results obtained in the activities can continue over 
time? Why? (Explore about sustainability factors).
Promotion of gender equality and inclusion
22. What do you think about the empowerment and participation of women? Do you consider it important and 
positive to support this type of experience? Do you think it complicates the activities that have been carried 
out? (Explore if there are negative perceptions about it) What do you consider to be the most important or 
relevant actions to carry out?
23. Do you consider that DEVIDA/FID/USAID has promoted greater participation of women in organizations? Has 
this been positive in promoting equity between men and women in decision-making? Tell me about it.
24. Do you consider that networking has been strengthened? Tell me about it.
25. To what extent is the empowerment of women promoted in productive, commercial, financial, political and 
community participation activities? Tell me about it.
26. Have the actions developed by DEVIDA/FID/USAID promoted gender equality and inclusion? Tell me about it. 
What actions were carried out, who attended?
27. Have the actions developed by DEVIDA/FID/USAID promoted the inclusion of vulnerable groups (indigenous 
people, people with disabilities, Afro-Peruvians, LGBTIQ)? Tell me about this. (Inquire about the groups 
included).
Lessons learned
28. What have you learned from your participation in these activities promoted by DEVIDA/FID/USAID? Tell me 
about it.
29. What things would you change, do better or could improve?
Identified best practices 
30. What do you think are the most positive actions of all the work done so far? (Explore the activities that 
correspond to the FID and that they consider most emblematic/successful).
31. Achieved by the organizations? Achieved by DEVIDA/FID/USAID? Tell me about it.
32. How can these actions be replicated or carried out in other areas and/or with other organizations?
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33. Who do you know from the DEVIDA Management staff? What is your opinion of their organizational modality 
to work with you?
34. Have you heard about any support from the FID in your area or in the district? (If the answer is NO, the 
interview ends. If the answer is YES, ask if they visited the organization.
Thank you for your participation. 
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INTERVIEW GUIDE FOR USAID IMPLEMENTING PARTNERS
Dear Sir/Madam, my name is (...). I work for Evalúa consulting firm and we are conducting a study on the activities 
carried out in the MULTI-ANNUAL PLAN FOR INSTITUTIONAL STRENGTHENING OF DEVIDA (PORI) and 
INSTITUTIONAL STRENGTHENING OF DEVIDA (FID). This study focuses on the objectives achieved, the 
generation of sustainable changes, and the promotion of gender and inclusion achieved. Therefore, it will be 
important to know your views on the matter.
We remind you that all the information you provide us will be strictly confidential and will be used only for study 
purposes. Likewise, no personal data will be used, and you can decide not to answer or withdraw from the interview, 
if you consider it pertinent. 
Before we start, I would like to ask you to give me your informed consent to record the interview and start it. Do 
you agree with this?
Interview 
date
Start time End time
Position Region/office
I. IDENTIFICATION DATA
1. What are the specific duties of your position? 
2. How long have you been in this position? 
Goal Achievement
3. What have been the most important activities that DEVIDA/FID/PORI/USAID have carried out with you? (Tell 
me about the work with DEVIDA).
4. Why do you consider them important? What was the effect of DEVIDA FID/PORI/USAID’s work with your 
institution?
5. Do you think that the support provided to DEVIDA/FID/PORI/USAID has served to complement the work to 
achieve the objectives? Tell me about it. (Explore synergies, networking and articulation, duplication of functions 
or complementarity).
Generation of sustainable changes in the beneficiaries
6. Are you aware of the work carried out by DEVIDA/FID/PORI/USAID with the communities to ensure that they 
have access to funds for their development? Tell me about that work.
7. Are you aware of the work carried out by DEVIDA/ /FID/PORI/USAID with the communities to improve the 
social capital of the communities? Tell me about that work.
8. Do you think that the income of families that eradicated coca cultivation has increased? What limitations exist? 
How do you think they can be overcome?
9. Do you consider that the technical assistance/training provided by DEVIDA/ /FID/PORI/USAID has been useful 
for the beneficiary families?
10. What limitations were there? How were they resolved?
Promotion of gender equality and inclusion
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11. What do you consider to be the most important or relevant actions that have been carried out with DEVIDA 
regarding the empowerment of women? Do you consider it important and pertinent to support this type of 
experience?
12. Do you think that the activities carried out by DEVIDA/ /FID/PORI/USAID in the communities have served to 
improve women's empowerment and decision-making? Tell me about it.
13. Do you think that the activities carried out by DEVIDA/FID/PORI/USAID in the communities have promoted 
the inclusion of vulnerable groups (indigenous people, people with disabilities, Afro-Peruvians, LGBTIQ)?
14. What strategies will be ongoing once the support from DEVIDA/FID/PORI/USAID ends? 
15. Do you think that unforeseen results have been achieved with some of the activities? Tell me about it.
Lessons learned
16. What lessons do you consider you have obtained from your participation in these activities promoted by 
DEVIDA/FID/PORI/USAID? 
17. What things would you change, do better or could improve?
Identified best practices 
18. What best practices can be identified to replicate or expand them in other areas? Tell me about it.
19. What do you think are the most positive actions of all the work carried out by DEVIDA/FID/USAID up to this 
moment?
20. Could these actions be replicated in other areas or with other organizations? How?
Thank you for your participation.
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INTERVIEW GUIDE FOR STRATEGIC PARTNERS
Dear Sir/Madam, my name is (...). I work for Evalúa consulting firm and we are conducting a study on the activities 
carried out in the MULTI-ANNUAL PLAN FOR INSTITUTIONAL STRENGTHENING OF DEVIDA (PORI) and 
INSTITUTIONAL STRENGTHENING OF DEVIDA (FID). This study focuses on the objectives achieved, the 
generation of sustainable changes, and the promotion of gender and inclusion achieved. Therefore, it will be 
important to know your views on the matter.
We remind you that all the information you provide us will be strictly confidential and will be used only for study 
purposes. Likewise, no personal data will be used, and you can decide not to answer or withdraw from the interview, 
if you consider it pertinent. 
Before we start, I would like to ask you to give me your informed consent to record the interview and start it. Do 
you agree with this?
Interview 
date
Start time End time
Position Region/office
I. IDENTIFICATION DATA
1. What are the specific roles of your position? 
2. How long have you been in this position? 
Goal Achievement
3. What have been the most important activities that DEVIDA/FID/USAID have carried out with you?
4. Why do you consider them important? What was the effect of DEVIDA FID/USAID’s work with your institution?
5. Do you consider that the technical assistance/training provided by DEVIDA/FID/USAID has been useful? Were 
they related to what your institution needed?
6. What limitations were there? How were they resolved?
7. What has been the effect of DEVIDA/ /FID/USAID support on the management of your institution? Please detail 
the most relevant aspects.
Generation of sustainable changes in the beneficiaries
8. Are you aware of the work carried out by DEVIDA/ /FID/USAID with the communities to ensure that they have 
access to funds for their development? Tell me about that work.
9. Are you aware of the work carried out by DEVIDA/ /FID/USAID with the communities to improve the social 
capital of the communities? Tell me about that work.
10. Do you think that the income of families that eradicated coca cultivation has increased? What limitations exist? 
How do you think they can be overcome?
Promotion of gender equality and inclusion
11. What do you think about the empowerment of women? ¿Do you consider it important and pertinent to support 
this type of experience? What do you consider to be the most important or relevant actions to carry out? 
12. Does this make the intervention more complex? Why?
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13. Do you believe that the activities carried out by DEVIDA/ /FID/USAID in the communities have served to 
improve women’s empowerment and decision-making? Tell me about it.
14. Do you think that the activities carried out by DEVIDA/FID/USAID in the communities have promoted the 
inclusion of vulnerable groups (indigenous people, people with disabilities, Afro-Peruvians, LGBTIQ)?
15. What strategies will be ongoing once the support of DEVIDA/FID/USAID ends? 
16. Which will stop? Why? Would you be willing to take on any of these responsibilities? Which ones in particular? 
Why? And which ones wouldn’t you take on? Why not those? Tell me about it.
17. Do you think that unforeseen results have been achieved with some of the activities? Tell me about it.
18. Do you think that the support received by DEVIDA/FID/USAID served to complement the work of your 
institution? Tell me about it. (Explore synergies, networking and articulation, duplication of functions or 
complementarity).
Lessons learned
19. What lessons do you think you have obtained from your participation in these activities promoted by 
DEVIDA/FID/USAID? 
20. What things would you change, do better or could improve?
Identified best practices 
21. What best practices can be identified to replicate or expand them in other areas? Tell me about it.
22. What do you think are the most positive actions of all the work done so far?
23. Achieved by the organizations? Achieved by DEVIDA/FID/USAID? Tell me about it.
24. Could these actions be replicated in other areas or with other organizations? How?
Thank you for your participation.
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APPENDIX F: PEOPLE INTERVIEWED
No. TYPE OF INTERVIEW POSITION
1 Group interview FID - Chief
2 FID - Deputy Chief
3 FID - Communications
4 FID – Professional specialist
5 FID – Professional specialist
6 FID - Leader Component 1
7 FID - Leader Component 2
8 FID – Professional specialist
9 FID – Professional specialist
10 FID – Professional specialist
11 FID – Professional specialist
12 Group interview DEVIDA – Planning Official
13 DEVIDA - Communications Area Specialist
14 DEVIDA – Budget Unit Specialist
15 DEVIDA – Budget Unit Official
16 DEVIDA - Promotion and Monitoring Office Specialist
17 DEVIDA – Official of the Technical Affairs Directorate
18 Group interview DEVIDA - Official of the Territorial Articulation Directorate
19 DEVIDA – Official of the Promotion and Monitoring Directorate
20 DEVIDA - Official of the Promotion and Monitoring Directorate
21 DEVIDA - Official of the Territorial Articulation Directorate
22 DEVIDA – Specialist of the Territorial Articulation Directorate
23 FID – Professional specialist
24 Group interview DEVIDA – La Merced OZ Technical team
25 DEVIDA - La Merced OZ Technical team
26 DEVIDA - La Merced OZ Technical team
27 DEVIDA - La Merced OZ Technical team
28 Group interview DEVIDA - Pucallpa OZ cacao technical team
29 DEVIDA - Pucallpa OZ Technical team 
30 Group interview DEVIDA - Tingo María OZ Technical team 
31 DEVIDA - Tingo María OZ Technical team
32 DEVIDA - Tingo María OZ Technical team
33 DEVIDA - Tingo María OZ Monzón Technical team 
34 DEVIDA - Tingo María OZ Technical team
35 DEVIDA - Tingo María OZ Technical team
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No. TYPE OF INTERVIEW POSITION
36 DEVIDA - Tingo María OZ Technical team
37 DEVIDA - Tingo María OZ Technical team
38 DEVIDA - Tingo María OZ Coffee Technical team
39 DEVIDA - Tingo María OZ Technical team
40 DEVIDA - Tingo María OZ Technical team of Pueblo Nuevo and Rupa 
Rupa 
41 Group interview DEVIDA - San Francisco OZ Technical team of the Business 
Development and commercial Promotion Unit
42 DEVIDA - San Francisco OZ Technical team of the Community and 
Local Development Unit 
43 DEVIDA - San Francisco OZ Association specialist
44 Individual interview District Municipality of Puerto Bermudez - Department of Economic 
Development and Environment
45 Group interview DEVIDA - Tarapoto OZ Technical team
46 DEVIDA - Tarapoto OZ Association technical team
47 DEVIDA - Tarapoto OZ budget development technical team
48 Group interview District Municipality of Leoncio Prado - Management
49 District Municipality of Castillo Grande – Economic Development 
Management
50 District Municipality of Crespo y Castillo - Economic Development 
Management
51 Individual interview Association of Agricultural Producers of Cashapampa de Monzón 
APACAM – Board of Directors
52 Individual interview Aquaculture Services Cooperative - Board of Directors
53 Individual interview S/I - producer
54 Individual interview Incacuchara Cooperative - producer
55 Individual interview Chipaquillo Association- producer
56 Individual interview S/I - producer
57 Individual interview S/I - producer
58 Individual interview District Municipality of Río Tambo - Official
59 Individual interview District Municipality of Llaylla - Management
60 Individual interview Association of Agricultural Producers of the San Jerónimo de 
Matzuriniari Pangoa Micro-basin - Producer
61 Individual interview Kemito-Ene-Care Producers Association - Producer
62 Individual interview Kemito-Ene-Care Producers Association - Producer
63 Individual interview District Municipality of Villa Rica - Management
64 Individual interview Association of Agricultural Producers Oro Verde of Comuniquiari -
Board of Directors
65 Individual interview District Municipality of Mazamari - Official
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No. TYPE OF INTERVIEW POSITION
66 Individual interview District Municipality of Pangoa - Official
67 Individual interview Central Asháninka of Río Tambo - Leader 
68 Individual interview Intercultural Agroindustrial Association of Women Entrepreneurs of 
the Valle del Pichis (AIMEP) - Board of Directors
69 Individual interview S/I - Producer
70 Individual interview S/I - Producer
71 Individual interview S/I - Producer
72 Individual interview Agrarian Cacao Cooperative of Constitución - Board of Directors
73 Group interview District Municipality of Irazola - Management
74 District Municipality of Irazola - Infrastructure Management
75 District Municipality of Irazola - Planning and Budget Management
76 District Municipality of Irazola - Social and Economic Development 
Management
77 Group interview Provincial Municipality of Padre Abad - Management
78 Provincial Municipality of Padre Abad - Execution, Supervision and 
Liquidation of Works Management
79 Provincial Municipality of Padre Abad - Social Development 
Management
80 Provincial Municipality of Padre Abad - OPMI Management
81 Group interview Provincial Municipality of Puerto Inca - Management
82 Provincial Municipality of Puerto Inca - Planning and Budget 
Management
83 Provincial Municipality of Puerto Inca - Works Management
84 Provincial Municipality of Puerto Inca - OPMI Management
85 Group interview Codo del Pozuzo Cooperative – Board of Directors
86 Codo del Pozuzo Cooperative – Board of Directors
87 Codo del Pozuzo Cooperative – Board of Directors
88 Codo del Pozuzo Cooperative – Board of Directors
89 Codo del Pozuzo Cooperative – Board of Directors
90 Group interview Huipoca Cacao Growers Association Cooperative (ASCAH) – Board 
of Directors
91 Huipoca Cacao Growers Association Cooperative (ASCAH) – Board 
of Directors
92 Individual interview Flor de Boquerón Women Entrepreneurs Association (AMEFLOB) -
Board of Directors
93 Individual interview S/I - Producer
94 Individual interview S/I - Producer
95 Individual interview S/I - Producer
96 Individual interview S/I - Producer
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No. TYPE OF INTERVIEW POSITION
97 Individual interview Alliance for Digital and Financial Services - Management
98 Individual interview Coffee Alliance - Management
99 Individual interview Cacao Alliance - Management
100 Individual interview Provincial Municipality of Tocache - Management
101 Individual interview District Municipality of Pólvora - Management
102 Individual interview District Municipality of Uchiza - Management
103 Group interview Agrarian Cooperative Valle del Mishollo de Pólvora Tocache Ltda. 
(CAMIPT) - Board of Directors
104 Agrarian Cooperative Valle del Mishollo de Pólvora Tocache Ltda. 
(CAMIPT) - Board of Directors
105 Individual interview Cooperativa Cacaotera Agroindustrial Uchiza-COCAO Ltda. – Board 
of Directors
106 Individual interview S/I - producer
107 Individual interview DEVIDA - Promotion and Monitoring Office Specialist
108 Individual interview DEVIDA - Logistics
109 Individual interview DEVIDA - Department of Technical Affairs
110 Group interview DEVIDA - Investment Unit
111 DEVIDA - Investment Unit
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APPENDIX G: DISCLOSURE OF CONFLICT OF 
INTERESTS
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119 | EVALUACIÓN DE DESEMPEÑO DE LAS INTERVENCIONES CON DEVIDA: PORI USAID.GOV
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