THE HURRICANE IVAN SOCIAL SECTOR INFRASTRUCTURE 
REPAIR AND RECONSTRUCTION PROJECT (HISSIRR) 
CONTRACT NO. 532-C-00-05-00007-00 
MID-TERM EVALUATION
NOVEMBER 2004 – FEBRUARY 2005
DevTech Systems, Inc. 
Kingston, Jamaica March 2005
THE HURRICANE IVAN SOCIAL SECTOR INFRASTRUCTURE 
REPAIR AND RECONSTRUCTION PROJECT (HISSIRR) 
CONTRACT NO. 532-C-00-05-00007-00 
MID-TERM EVALUATION
NOVEMBER 2004 – FEBRUARY 2005
DevTech Systems, Inc. 
1700 N. Moore St., Suite 1050 
Arlington, VA 22209 USA 
Telephone: (703) 312-6038 
Fax: (703) 312-6039 
Email: devtech@devtechsys.com 
Kingston, Jamaica March 2005
The Hurricane Ivan Social Sector Infrastructure Repair and 
Reconstruction in Jamaica Project 
Contract No. 532-C-00-05-00007-00 
Mid-Term Evaluation 
TABLE OF CONTENTS 
I. EXECUTIVE SUMMARY ................................................................................................... 1 
II. INTRODUCTION ................................................................................................................. 3 
III. FINDINGS............................................................................................................................. 4 
A. Task 1: Project Start-up.......................................................................................................... 4 
B. Task 2: Repair and Refurbishment of Educational Facilities................................................. 6 
C. Task 3: Repair and Refurbishment of Health Facilities......................................................... 8 
D. Task 4: Repair of NGO Facilities ........................................................................................ 10 
IV. DATA AND MIS................................................................................................................. 11 
A. Data Availability, Validity, and Reliability ......................................................................... 11 
B. Management Information System (MIS) ............................................................................. 12 
V. CONCLUSION.................................................................................................................... 13 
ANNEX A: METHODOLOGY ................................................................................................... 14 
ANNEX B: PERFORMANCE MONITORING QUESTIONNAIRE ......................................... 15 
ANNEX C: PERSONS INTERVIEWED..................................................................................... 17 
ANNEX D: BIBLIOGRAPHY..................................................................................................... 20 
ANNEX E: SCOPE OF WORK ................................................................................................... 21 
HISSIRR Mid-Term Evaluation Report i
The Hurricane Ivan Social Sector Infrastructure Repair and 
Reconstruction in Jamaica Project 
Contract No. 532-C-00-05-00007-00 
Mid-Term Evaluation 
I. EXECUTIVE SUMMARY 
The DevTech team in Kingston has confronted multiple challenges in the implementation of the 
post-Hurricane Ivan restoration activity: shifting priorities and numbers of targeted facilities; a 
complex bidding process requiring workshops and training; and a dilatory system of 
authorizations for the subcontracts. Despite these challenges and the short time frame of the 
Project, DevTech has adhered to the schedule of its original Work Plan. By the end of April, the 
Project Team expects all repairs and refurbishing to be complete. 
The Project is divided into four task areas for implementation and monitoring. The Performance 
Monitoring Plan (PMP) provided a clear series of Intermediate Results and indicators of 
achievement for each task area. The project Work Plan and the companion PMP are both models 
of clarity and served as the guides for the present mid-term evaluation. 
All the activities specified for Task 1 were accomplished on schedule: establishing the office, 
drafting work and monitoring plans, conducting damage assessments, providing bidder 
workshops, and awarding contracts. The workshops deserve special mention, as they constituted 
an important training action undertaken in the project, affording local companies the opportunity 
to understand U.S. Government standards of acquisition, to appreciate clarity and transparency in 
both the bid and award phases of the procurement, and to implement sound procedures in safety, 
quality control, contract compliance, and site cleanliness. 
Task 2 called for the restoration and refurbishment of educational facilities. Twenty-seven 
schools, including one college, are slated for restoration; all are now under contract for repairs, 
twelve are in process of restoration, and work has finished in five. No facility has been formally 
certified as completed. Refurbishment will be undertaken by the Joint Board of Teacher 
Education, which has a single contract for refurbishment and supplies. 
Task 3 requires the restoration of health facilities. Of 127 clinics assessed for damage, the 
Project retained 66 for repairs. Of this number it has put 53 under contract, begun work on 15, 
and completed five. During the course of this evaluation, a final subcontract was under 
negotiation for the remaining 13 centers. Refurbishment of health centers was dropped as a 
project requirement. 
Task 4 requires that NGO facilities be repaired. Only three NGOs were assessed and all three 
were retained for repairs. The contract for NGO restoration was the eleventh signed of thirteen 
total and work has begun on one of the three NGOs targeted, and all will be finished before the 
termination of the project. 
HISSIRR Mid-Term Evaluation Report 1
While adequate data on progress were available in the project office, the imperatives of 
implementation left little time for development of an MIS. That situation is being rectified at 
present. The Project now has a basic questionnaire to address all the PMP indicators and a 
designated spreadsheet for recording the information. To assemble all information in a single 
repository, the project will have a set of relational tables completed on a MicroSoft ACCESS 
platform by the end of March. This database will greatly facilitate the final evaluation and will 
allow for effective reporting on its achievements. 
HISSIRR Mid-Term Evaluation Report 2
II. INTRODUCTION 
Hurricane Ivan, which struck Jamaica on September 10, 2004, caused damage to a number of 
schools, health clinics, and NGO facilities across the island. As part of the reconstruction effort, 
USAID/Jamaica contracted DevTech Systems Inc. to provide technical services in the design, 
management, and supervision of repair and refurbishment of primary schools, teachers’ colleges, 
NGO facilities, and health clinics. The vehicle for this effort is the Hurricane Ivan Social Sector 
Infrastructure Repair and Reconstruction in Jamaica Project.
The purpose of this report is to provide USAID/Jamaica with a mid-term evaluation of the project. 
The evaluation team assessed progress towards achievement of the project’s four core task areas. 
From February 17–25, 2005, a two-person consulting team comprising Dr. Donaldo Hart and Ms. 
Nina Etyemezian interviewed personnel from USAID, DevTech’s project office in Kingston, the 
Ministry of Education, Youth and Culture, and the Statistical Office of Jamaica. The evaluation 
team also conducted site visits to schools and health clinics targeted for rehabilitation under the 
project and reviewed project files, documents, procedures, and data. 
The evaluation team’s findings are presented below in keeping with the four Task areas and their 
respective indicators delineated within the project’s performance monitoring plan. 
 Task 1: Project Start-up 
 Task 2: Repair and Refurbishment of Educational Facilities 
 Task 3: Repair of Health Center Facilities 
 Task 4: Repair of NGO Facilities 
Under each of the four tasks, findings are reported for the overall status of the Task and for the 
indicators under the Task. 
HISSIRR Mid-Term Evaluation Report 3
III. FINDINGS 
A. Task 1: Project Start-up 
OVERALL STATUS: Task One is complete, with all intermediate objectives met.
IR1.1: Project Office set up and operating. 
STATUS: Result achieved.
IR1.2: Work Plan and Performance Monitoring Plan prepared. 
STATUS: Result achieved.
IR1.3: Damage Assessment Completed and facilities prioritized. 
STATUS: Result achieved.
IR1.4: Bidding Skills of contractors improved through workshops. 
STATUS: Result achieved.
IR1.5: Contracts awarded for reconstruction work. 
STATUS: Result achieved.
Summary of Achievements
IR1.1. At the time of this evaluation, the Hurricane Ivan Social Sector Infrastructure Repair and 
Reconstruction in Jamaica Project (the Project) was operating from well-equipped, comfortable 
office space in a convenient area of New Kingston within walking distance of USAID, two 
premium hotels, and several government offices. Full-time staff included two expatriate 
experts—one designated Chief-of-Party—three engineers, a receptionist, a bookkeeper, and three 
drivers. 
IR1.2. The Work Plan and the Performance Monitoring Plan are models of clarity, transparency, 
and completeness. They follow USAID guidelines, especially in respect to the PMP, which 
closely adheres to USAID’s Performance Monitoring Toolkit in structure. DevTech drafted both 
documents during the first phase of implementation. Both the Work Plan, with its activity 
schedule, and the PMP, with its Intermediate Results and Indicators, served as guides for the 
present evaluation, which was structured largely as a progress monitoring exercise. It would be 
difficult to overstate the case for preparing these plans at the outset of a project, and DevTech’s 
work on them was exemplary. 
IR1.3. The assessment of damages took place over the first ten weeks of project implementation 
and thus overlapped with other project activities. Assessments had to be carried out by qualified 
engineers who then wrote the statements of work for the ensuing contracts. The project’s critical 
path thus followed the following steps: 
SOWs and 
Bid Process
Assessments Contracts Repairs 
Only 69 percent of facilities assessed were judged in need of repair for hurricane damage 
according to project criteria. Thus of 140 facilities assessed by Project staff, 96 were retained for 
HISSIRR Mid-Term Evaluation Report 4
intervention. From an evaluation perspective, the only weakness in the assessment process was a 
frequent neglect of the standardized form that DevTech had developed in favor of individual, 
handwritten notes. The Project is at present making an effort to transfer the engineers’ 
handwritten notes onto the standardized documentation of assessments. 
IR1.4. Project guidelines called for DevTech to subcontract all repair work to local builders and 
qualified NGOs. With the help of short-term technical assistance, the project offered two 
workshops to interested parties. These seminars afforded potential bidders a chance to 
understand every relevant aspect of the project as well as the entire process of bids, awards, and 
construction based on U.S. standards. The workshops covered the following topics: 
• Project objectives and timeline 
• Who are qualified bidders 
• Structure of RFPs 
• Certifications 
• Tendering procedures 
• Evaluation procedures 
• Scheduling (April 30 absolute deadline) 
• Special concerns: safety, cleanliness, signage 
• Invoicing and payments 
Each workshop was delivered through a PowerPoint presentation, and the files are available in 
both hard and electronic copies in the Project Office. 
This Intermediate Result—improving skills of bidders—deserves special comment, as it has 
proven to be an excellent training and development activity of a project otherwise intended for 
the repair of physical structures. Six building companies attended the first workshop in 
December 2004, and twelve companies attended the second event in February 2005. Subsequent 
to the workshops, a total of twenty-three contractors submitted bids on RFPs, leading to eight 
awards for construction and repair and one award for refurbishment and supply. Six of the 
construction contractors have begun work, employing from five to ten workers per site and 
disciplining them in matters of performance, quality, safety, and site cleanliness. 
While the PMP counts only the beneficiaries of restored and refurbished facilities, the 
contracting companies, their directors, supervisors, and workers are equally project beneficiaries. 
They have been exposed to a bidding process that is clear, consistent, fair, and transparent, and 
they have accepted certain standards of timeliness and quality that in many if not most cases do 
not constitute part of their normal operations. 
IR1.5. The acquisition process began in December and will terminate by the end of February. By 
the time of the field work for the present evaluation, the Project had awarded twelve contracts for 
a total value of US$1,813,047; a thirteenth contract was expected to be signed by the end of 
February, raising the total value of all contracts, including actual and anticipated amendments, to 
$2,298,076. Subcontracts have been subjected to thorough and multiparty review and 
authorization procedures. The contracts the evaluation team reviewed were clear and complete. 
HISSIRR Mid-Term Evaluation Report 5
In sum, progress under Task 1 has been on-schedule and is complete in every Intermediate 
Result and projected activity. The status of assessments, awards, and repair work is summarized 
in the table below: 
STATUS OF FACILITIES 
Status Schools Clinics NGOs Colleges Totals 
Total assessments conducted 37 98 3 2 140 
Facilities targeted for repairs 26 66 3 1 96 
Facilities with signed contract 26 53 3 1 83 
Work begun 12 15 1 1 29 
Repairs complete 5 3 0 0 8 
Work certified 0 0 0 0 0 
Thus of the 140 facilities assessed by the engineers, 96 are slated for work, 83 are under contract, 
and 29 are in the repair phase. Only eight have been finished. 
B. Task 2: Repair and Refurbishment of Educational Facilities 
OVERALL STATUS: Task 2 is on-schedule and in progress.
IR2.1: Teacher college facilities restored to pre-Hurricane conditions. 
STATUS: In progress
IR2.2: School facilities restored to pre-Hurricane conditions. 
STATUS: In progress
IR2.3: College/schools refurbished with equipment and supplies. 
STATUS: No progress 
IR2.4: Teachers and students receiving services from restored facilities. 
STATUS: Results partially achieved
Summary of achievements
As depicted in the chart, schools 
(including the single college) 
represent 27 percent of the 
facilities under contract. Their 
draw on the repair budget exceeds 
this percentage but the figures are 
not final. Compared to the clinics 
(health centers), work on schools is 
relatively advanced, with nearly 
half of the school facilities already 
under repair, while work has 
commenced on less than one 
quarter of the clinics. Work has 
finished on five schools (20 
percent) but only on three clinics 
(<5 percent). 
0
10
20
30
40
50
60
70
Clinics Schools NGOs
Facilities for Repair
HISSIRR Mid-Term Evaluation Report 6
IR2.1. Only one college figures into the repair schedule of the Project: CASE, the College of 
Agriculture, Science, and Education. This institution, on the north coast of Jamaica, suffered 
extensive roof damage to its classrooms, dormitories, science laboratories, walkways, and out￾buildings in the farming and animal husbandry areas. The contractor began the repairs in mid￾February. Unlike the other schools, CASE has a full-time director of properties and buildings 
who maintains vigilance over the quality of the contractor’s work, and he quickly contacted the 
responsible DevTech project engineer to call attention to some irregularities. This kind of 
internal quality control is unavailable in most of the targeted facilities. 
IR2.2. Project documents indicate that the repair work is finished in five schools. Numerous 
factors, including a slow, bureaucratic process of approvals for subcontracts, delayed much of 
the work in the early months of the activity. In response to expressions of frustration from some 
of the intended beneficiaries, DevTech, in coordination with USAID, undertook a public 
relations campaign to mitigate dissatisfaction by explaining the causes of delays. The campaign 
seems to have generated positive results, as responses from school principals during the course 
of the present evaluation indicated that they understood the inevitability of postponements when 
external funding is required. 
The final step in recording a facility as fully rehabilitated involves formal certification that the 
work was completed as per contract. No facility has as yet been certified. 
IR2.3. At the time of this evaluation, no facility had been refurbished or restocked with damaged 
supplies or equipment. An entirely separate contract, valued at US$425,871, has been awarded to 
the Joint Board of Teacher Education (JBTE) to carry out refurbishment. This is a substantial 
award in relation to the other twelve contracts, as it represents over twice the amount given to 
any other entity in the Project. The JBTE has held a series of meetings to determine needs, and 
the evaluation team attended one such meeting. This activity requires close monitoring to ensure 
compliance, transparency, and timeliness. 
IR2.4. The number of potential direct beneficiaries from school repairs is approximately 11,130. 
The term direct beneficiaries refers to students enrolled in the target schools and to teachers and 
other salaried staff, both administrative and ancillary, who work in these schools. The 
proportions are greatly in favor of the students and are represented in the chart below: 
SCHOOL BENEFICIARY DISTRIBUTION 
94%
4%
2%
students
teachers
staff
HISSIRR Mid-Term Evaluation Report 7
 The actual numbers are as follows: Students enrolled 10,531 
Teachers 407 
Other Staff 194 
The reference to potential implies that the individuals will only become beneficiaries once the 
repairs have been completed; it also conveys some ambiguity, since in no case of which the 
evaluation team is aware did classes actually cease for more than a few days following the 
hurricane. It is testimony to the resourcefulness of the Jamaican people, and to the primacy they 
accord education, that little time was lost from instruction and that attendance rapidly returned to 
pre-hurricane numbers in most schools. In many schools, however, classes have had to be held in 
alternate buildings or under crowded conditions, affecting the quality of the learning 
environment. 
That the numbers are only approximate is unavoidable and temporary. Where the evaluation 
team actually visited a facility, the numbers are presumed accurate. For all the remaining 
schools, however, the enrollment figures are drawn from 2003 data (see School Profiles). A full 
census of the target schools will be complete before the final evaluation of the project. (See 
Chapter IV of this report.) Regarding gender distribution, definitive figures will only be available 
when the census is complete. Based on the schools visited and—more reliably—on enrollment 
figures in Jamaica since 2001, one can assume that the distribution is close to equal among male 
and female students (Education Statistics). 
Indirect beneficiaries are those individuals and families in the community, or communities, from 
which a school draws over 90 percent of its students. (See discussion of this issue in Chapter IV.) 
School authorities seem to have good knowledge of these figures, and they are the most reliable 
source for them. The mean figure for the schools visited during this evaluation was 5,500 
individuals.1
Only through a census of all the schools in the Project will final, reliable numbers 
become available. 
C. Task 3: Repair and Refurbishment of Health Facilities 
OVERALL STATUS: Task 3 is on-schedule and in progress.
IR3.1: Health facilities restored to pre-Hurricane conditions. 
STATUS: In progress
IR3.2: Facilities refurbished with equipment and supplies. 
STATUS: This IR has been eliminated: there will be no refurbishment of clinics 
 IR3.3: Individuals and families benefiting from services at restored centers. 
 STATUS: Results partially achieved 
 
1
 Judgment is required for these data. CASE, for example, draws students from all the parishes of Jamaica, as well as 
from other Caribbean islands. While it draws a majority of students from adjacent communities, this majority is 
nowhere near 90 percent of the student body. The present evaluation team concludes that one cannot reasonably 
ascribe to CASE a figure for indirect beneficiaries that is consistent with figures given for other facilities. 
HISSIRR Mid-Term Evaluation Report 8
Summary of achievements
IR3.1. The number of health centers, or clinics, targeted by the Project has fluctuated greatly. At 
one point the target universe approached 167 but fell to around 127 in a communication from the 
Ministry of Health in October 2004. Subsequent determinations of actual needs further 
diminished the number, and the current figures are reflected in the table below: 
HEALTH CENTERS 
Facilities Assessed 127
Retained for repair 66 
Under contract 53 
Repairs underway 15 
Work completed 3 
Work certified 0 
From the numbers in the table, one can see thirteen health centers have not yet been assigned to a 
contract. In fact, the final subcontract from DevTech was in the negotiation phase when the 
evaluation team departed Jamaica. 
For 82 percent of health centers retained for work, repairs are not yet underway. While this delay 
is not necessarily cause for alarm, the short time remaining in the life-of-project suggests that the 
DevTech field team will need to maintain pressure on the subcontractors to ensure timely 
completion of contracts as well as to ensure quality control. The health centers are situated in 
twelve of the country’s fourteen parishes. While they are more evenly distributed by parish than 
are the schools (which are found in eleven parishes in numbers ranging from one to six per 
parish), monitoring progress will demand considerable travel on the part of the engineers 
responsible. 
IR3.2. USAID is no longer requiring DevTech to refurbish or resupply the health centers. 
IR3.3. Direct beneficiaries of the health centers will include clients—visitors who seek or 
receive services—and the professional and nonprofessional staff, whether full- or part-time. As 
with the schools, indirect beneficiaries include the population of the communities served. 
The evaluation team visited only two clinics. One of them received an average of 50 clients on 
each of two days per week; the other received an average of 80 per day five days per week. The 
evaluators were unable to find any source of documented information on the frequency of visits 
to health centers in the country.2
 During their field visits, Project staff will have the opportunity 
to complete this data. 
 
2
 STATIN, the statistical office of the government, did not have such information. The evaluators did not visit the 
Ministry of Health, where this data may exist. 
HISSIRR Mid-Term Evaluation Report 9
D. Task 4: Repair of NGO Facilities 
OVERALL STATUS: Task 4 is on-schedule and in progress.
IR4.1: NGO facilities restored to pre-Hurricane conditions. 
STATUS: In progress
IR4.2: Clients benefiting from services at restored NGOs 
STATUS: On hold
Summary of achievements
IR4.1. Only three NGOs were assessed; all three were retained for repairs. The status of NGOs is 
as follows: 
NGOs 
Facilities Assessed 3 
Retained for repair 3 
Under contract, work not begun 2 
Repairs underway 1 
Work completed 0 
Work certified 0 
The contract for NGO restoration was the eleventh signed of thirteen total, and it includes eight 
clinics, which have a higher urgency than the NGOs. Nonetheless, work has begun on one of the 
three NGOs targeted, and all will be finished before the termination of the project. 
IR4.2. Direct beneficiaries of NGOs usually include the communities that NGOs serve and the 
professional and nonprofessional staff, whether full- or part-time of the NGOs. As with the 
health centers and schools, indirect beneficiaries include the larger population of the 
communities served. 
The evaluation team did not visit any NGOs and the evaluators were unable to find any source of 
documented information on the frequency of visits or delivery of services by the NGOs. 
However, during their field visits, Project staff will have the opportunity to complete this data. 
HISSIRR Mid-Term Evaluation Report 10
IV. DATA AND MIS 
A. Data Availability, Validity, and Reliability 
Most of the data items required by the PMP are simple numbers whose collection should be 
straightforward. Numbers of facilities, numbers and value of contracts, assessments, status of 
restoration, location of facilities, student and client numbers—these are all items that can quickly 
and easily be obtained through site visits or from project files. 
Some of the PMP data is deceptively simple in appearance but problematic in final definition. 
The method of counting direct beneficiaries is not consistent between schools and health centers 
or NGOs. For example, students at a given facility attend classes each day of the week; health 
center clients may visit a facility one time only, or they may come at regular or at irregular 
intervals. Schools are open five or six days each week; some health centers receive clients only 
two or three days per week. When reporting the Project’s direct beneficiaries, therefore, it would 
be misleading to aggregate those of targeted schools with those of clinics and NGOs. Schools’ 
direct beneficiaries are students, teachers, and other staff. Health center and NGO beneficiaries 
are referred to as clients and should be understood as number of clients per week.3
 When a 
facility measures its clients in terms of visits per day, then the figure recorded should be the 
weekly average. For example, 50 visits each day to a facility that is open two days per week 
would represent 100 clients (per week). 
USAID has requested figures for populations served by each facility. This report designates as 
indirect the assumed beneficiaries represented by the population served. It has also made a 
judgment that the population served be limited to the community or communities from which a 
given facility draws over 90 percent of its students or clients. Other donor projects proceed 
differently. New Horizons, for example, tallies a school’s beneficiary population as the sum of 
all the districts from which student may by regulation attend the school. This method of 
calculating leads to inflated figures, such that a small primary school with 120 students is alleged 
to serve a beneficiary population of 50,000 citizens. These numbers distort reality and can be 
suggestive of negative circumstances—that there is only a single primary school for 50,000 
people in a parish. DevTech will not report beneficiary populations on that basis. 
USAID has also requested economic data for populations served—specifically GDP for the 
areas. Research conducted for this evaluation indicates that it is not possible to obtain such 
information in Jamaica in any straightforward manner. Economic statistics in Jamaica do not 
disaggregate GDP by region or parish, much less by community. The fact that wealth is 
unequally distributed among political divisions (parishes, communities) in the country means 
that a simple equation in which national GDP is divided by the referenced population would 
produce utterly misleading and incorrect figures. Even to estimate with a reasonable margin of 
error the GDP for a locality would require a separate, somewhat complex study. This report 
 
3
 One could calculate “beneficiary days,” multiplying students by school days in a week or year and clients per week 
by 50 or 52. It is simpler and less misleading to keep the types of beneficiary separate. 
HISSIRR Mid-Term Evaluation Report 11
therefore recommends that efforts to acquire such information be abandoned, and that any third￾party figures that allege to provide local GDP information be scrutinized for validity.4
B. Management Information System (MIS) 
Data management has fallen behind in the Project. Given the enormous challenges the Project 
Team has faced in adhering to the schedule proposed in the Work Plan, it is understandable that 
pressure for implementation has overshadowed the development of information systems. While 
not included in the SOW for this internal mid-project evaluation, the creation of basic elements 
of such a system became a part of the present exercise. 
Creating mechanisms for recording and storing data related to project progress was greatly 
facilitated by the superb Performance Monitoring Plan that DevTech drafted during the initial 
phase of project implementation. The two instruments prepared during this evaluation are a one￾page questionnaire, included in the Annexes, and a database on an Excel spreadsheet format. 
The questionnaire is based on an analysis of data fields required by the PMP and on other 
variables requested either by Project staff or by USAID. The data fields cover five distinct 
categories: 
• Facility identification 
• Restoration status 
• Refurbishment status 
• Contract values 
• Beneficiaries 
All the data variables, except contract values, can be completed for any single questionnaire in 
five minutes in the field, and the remaining data are readily available in the Project Office. Input 
into the spreadsheet database takes less than three minutes per record. The engineers, during site 
visits, can complete the information for those facilities under their responsibility. 
The data aggregated from the spreadsheet will serve to answer in detail all questions related to 
indicators, inputs, and outputs specified in the PMP. As long as the system is maintained, the 
Project can produce progress information for USAID or the GoJ in minutes. 
While this database is fully responsive to the PMP, it does not cover all of the information 
requirements of the Project. Project leadership has foreseen the need for a more robust system 
that can provide extensive information in related tables on facilities, contractors, contracts, and 
jobs. Such a system can be organized in an Access platform and can import PMP data from the 
spreadsheet. An MIS of this nature is simple to construct and to maintain and can serve as a 
model for similar activities in then future—including grants management activities, whether or 
not related to disaster assistance. The Access database is being developed and will be operational 
by the end of March. 
 
4
 That GDP data are not disaggregated by region or district in Jamaica was confirmed by two respondents at 
STATIN and by the senior statistician at the Ministry of Education. 
HISSIRR Mid-Term Evaluation Report 12
V. CONCLUSION 
Despite a slow start up phase, the project is still being implemented with a target end date of 
April 30, 2005. Repairs are underway on most targeted facilities and the refurbishment contract 
has been signed for equipment and furniture for schools. Weaknesses in monitoring and data 
collection are being addressed with the development of an MIS and the use of survey 
questionnaires by staff engineers overseeing the repairs of the facility. 
HISSIRR Mid-Term Evaluation Report 13
ANNEX A: METHODOLOGY 
The evaluation team collected data, reports, and other relevant materials and conducted site visits 
to check the validity of the information collected. The team reviewed documents provided by the 
project office on assessments, bidding procedures, and contracts awarded and examined the 
project’s files to assess compliance with pre-established procedures and forms aimed at ensuring 
a transparent and effective monitoring system. The meetings that the team held over the course 
of the ten-day visit were with four different stakeholders in the project’s implementation. 
USAID/Jamaica 
The team met with the CTO and other key USAID Office of Education staff to discuss the 
evaluation and gather information on USAID’s perspective on project’s performance. 
Project Staff 
The evaluation team conducted several individual and group interviews with the team of 
engineers on the project to ascertain the number of facilities that were targeted for rehabilitation, 
the status of rehabilitation work, the issues and obstacles that the engineering team was facing in 
conducting their work and the level of controls and monitoring applied towards the 
subcontractors actually rehabilitating the facilities. The team also interviewed the Chief of Party 
and other technical staff and consultants working on the project to collect the widest range of 
information and to become familiar with the intricacies and issues of project implementation. 
Government of Jamaica institutions 
The evaluation team met with representatives of the Ministry of Education, Youth and Culture in 
charge of rehabilitation efforts through the donor community as well as the Ministry’s planning 
and statistics department. The team also reviewed documents and annual reports prepared by the 
Statistical Institute of Jamaica and met with staff from the Institute to identify the types of 
demographic, educational and economic data that is accessible, readily available and usable 
through the Institute. 
Beneficiaries at the facility level 
In preparation for the site visits, the evaluation team developed a simple and rapid survey 
instrument to gather the data necessary for evaluating project inputs and outputs and to gather 
data on the impact of the rehabilitation of facilities on beneficiaries and the larger community 
that the beneficiaries are drawn from. The data fields covered in the survey respond to the data 
fields required by the PMP as well as other fields requested by the project and/or USAID. They 
are gathered under five categories: facility identification, restoration status, refurbishment status, 
contract values, and beneficiaries. The team visited three schools, two health clinics and CASE 
(College of Agriculture, Science and Education) and trialed the survey instruments on the school 
principals, health clinic managers, and college staff that they interviewed. 
Before departing from Jamaica, the team finalized the survey instrument for the project’s use to 
assist them in periodically monitoring the numerous data fields necessary for reporting on 
progress. Additionally, the evaluation team assisted the project staff in defining the parameters 
and creating a formal database for reporting and information dissemination purposes. 
HISSIRR Mid-Term Evaluation Report 14
ANNEX B: PERFORMANCE MONITORING QUESTIONNAIRE 
Interviewer: Date: 
Respondent: Engineer:
Facility Identification 
1. Name: 
2. Parish: 
3. Village: 
4. Type: School Clinic NGO 
5. Project Affiliation: New Horizons CETT Transition Other: 
6. Established: 7. Grades: 
Reconstruction Status Contract Values
 
8. Assessed: Y N 22. Initial Value: 
9. Contracted: Y N 23. Amended Value: 
10. Begun: Y N 24. Final Value: 
11. Completed: Y N 25. Expended: 
12. Certified: Y N 
Refurbishment Status Contract Values 
 
13. Assessed: Y N 26. Initial Value: 
14. Contracted: Y N 27. Amended Value: 
15. Begun: Y N 28. Final Value: 
16. Completed: Y N 29. Expended: 
 
Direct Beneficiaries
17. Male students: 
18. Female students: 
19. Teachers: 
20. Other Staff: 
21. Clients: 
Indirect Beneficiaries
HISSIRR Mid-Term Evaluation Report 15
22. Population Served: 
Notes to Questionnaire 
Header items. Names of interviewer and respondent as well as the date of the interview are not recorded 
in the database or spreadsheet. The name of the responsible engineer is recorded. The questionnaires 
should be retained for reference. 
Item 6. The project will have to decide whether or not to retain this datum. If it is retained as a single 
item, then the project will have to decide whether to use the date the facility was founded or established, 
the date it was first built, or the date of the current structures. All three could be different. We chose the 
date of the current facilities. 
Item 7. The project must decide how to enter this data. A primary school with six grades could be entered 
as “6” or “1-6:. A middle school with grades 6-9 could be entered as “3” or as “6-9”. 
Item 9. Contracted means a contract (subcontract) was signed and authorized for repairs to the given 
facility, even if the contract included other facilities. 
Item 10. Begun means the physical repairs have commenced. 
Items 17-19 do not apply to facilities other than schools. 
Item 20. “Other” staff for schools means both administrative and ancillary. This same item should be used 
for all staff of clinics and NGOs. 
Item 21. “Clients” refers to the beneficiaries of clinics and NGOs. The project should decide how to 
record this information. For example, a Health Center that is open only two days/week and receives 100 
visitors those two days could be recorded as having 100 beneficiaries or 100 times 50 (weeks) or 5,000 
clients. Either way requires consistency and transparency. 
Item 22. Schools and clinics draw from both immediate and distant population centers. We recommend 
using the population figure for the community from which a facility draws over 90 percent of its student 
or clients. Other figures are unrealistic as the beneficiary base. 
HISSIRR Mid-Term Evaluation Report 16
ANNEX C: PERSONS INTERVIEWED 
NAME ORGANIZATION POSITION CONTACT OTHER 
Mr. Olatunde 
Akanbi 
Hurricane Ivan 
Social 
Sector 
Infrastructure 
Repair and 
Reconstruction in 
Jamaica 
Engineer Tel: (876) 
920-5294 
Mr. Michael 
Bent 
May Pen Health 
Clinic 
Clarendon 
Parish 
Manager 
902-5852 Field Visit 
Ms. Janet 
Brimm 
Long Road All Age 
School 
(St. Mary, Region 
2) 
Acting School 
Principal 
996-8042 During 
Principals’ 
Meeting with 
JBTE. 
RE: 
Refurbishment
Mr. Antonio 
Burnett 
Hurricane Ivan 
Social 
Sector 
Infrastructure 
Repair and 
Reconstruction in 
Jamaica 
Engineer Tel: (876) 
920-5294 
Mr. Clark College of 
Agriculture, 
Science and 
Education 
Director of 
Grounds and 
Maintenance 
993-5490 
Ms. Dossette 
Creighton 
Hillside Primary 
School 
(St. Thomas, 
Region 2) 
School 
Principal 
420-8085 During 
Principals’ 
Meeting with 
JBTE. 
RE: 
Refurbishment 
Mr. Errol 
Golding 
Ministry of 
Education, Youth 
and Culture 
Director, 
Technical 
Services 
922-1400 
HISSIRR Mid-Term Evaluation Report 17
NAME ORGANIZATION POSITION CONTACT OTHER 
Mr. Owen 
Gray 
Hurricane Ivan 
Social 
Sector 
Infrastructure 
Repair and 
Reconstruction in 
Jamaica 
Engineer Tel: (876) 
920-5294 
Mr. William 
Hand 
Hurricane Ivan 
Social Sector 
Infrastructure 
Repair and 
Reconstruction in 
Jamaica 
Project 
Director 
Tel: (876) 
920-5294 
Dr. Paul Ivey College of 
Agriculture, 
Science and 
Education 
President 993-5616 
Ms. Eugenia 
James 
May Pen Health 
Clinic 
Acting 
Administrative 
Officer 
902-5852 Field Visit 
Ms. Beverly 
Johnson 
Jericho Primary 
School 
(St. Catherine, 
Region 6) 
School 
Principal 
985-1725 Field Visit 
Mr. Eamonn 
Kilmartin 
Hurricane Ivan 
Social 
Sector 
Infrastructure 
Repair and 
Reconstruction in 
Jamaica 
Senior 
Construction 
Advisor 
Tel: (876) 
920-5294 
Ms. Joyce 
Lattibeaudiere 
Castleton Health 
Clinic 
Nurse 
Assistant 
Ms. Iris 
Lewis 
Crescent Primary 
and Junior High 
School 
(St. Catherine, 
Region 6) 
School 
Principal 
986-8783 
986-8045 
During 
Principals’ 
Meeting with 
JBTE. 
RE: 
Refurbishment
Ms. 
McFarlane 
Ministry of 
Education, Youth 
and Culture 
Senior 
Statistician 
967-0832 
9673505 
HISSIRR Mid-Term Evaluation Report 18
NAME ORGANIZATION POSITION CONTACT OTHER 
Ms Stephanie 
McKintosh 
Sedgepond Basic 
School 
(Clarendon, Region 
6) 
School 
Director 
987-4312 Field Visit 
Ms. Lizette 
Morrison 
Tulloch Primary 
School 
(St. Catherine, 
Region 6) 
School 
Principal 
985-8254 Field Visit 
Ms. Linnet 
Nicholson￾Phipps 
King Weston All 
Age School 
(St. Andrew, 
Region1) 
Acting School 
Principal 
942-8619 During 
Principals’ 
Meeting with 
JBTE. 
RE: 
Refurbishment
Ms. Clantis 
Pinnock 
Victoria All Age 
School 
(St. Catherine, 
Region 6) 
School 
Principal 
985-7027 Field Visit 
Ms. Sonjia 
Reynolds￾Cooper 
USAID/Jamaica TAACA, 
Education 
Office of 
General 
Development 
Tel: (876) 
026-3645 
Ms. Claire 
Spence 
USAID/Jamaica Deputy 
Director, 
Office of 
General 
Development 
Tel: (876) 
926-3645 
Ms. Ava 
Turnbull 
Trinity Primary 
School 
(St. May, Region 3) 
School Vice 
Principal 
994-9253 During 
Principals’ 
Meeting with 
JBTE. 
RE: 
Refurbishment
Mr. Lauriston 
Wilson 
Ministry of 
Education, Youth 
and Culture 
Technical 
Services 
922-1400 
HISSIRR Mid-Term Evaluation Report 19
ANNEX D: BIBLIOGRAPHY 
Ministry of Education, Youth and Culture, Annual Statistical Review of the Education Sector. 
Jamaica Education Statistics, 2001-2002. 
Ministry of Education, Youth and Culture, Planning and Development Division, Statistics 
Division. School Profiles, 2002-2003. 
Ministry of Health, Jamaica. Ministry of Health Annual Report 2002. 
The Statistical Institute of Jamaica. National Income and Product, 2003. 
The Statistical Institute of Jamaica. Population Census 2001, Jamaica. Country Report, 
Volume 1. 
The Statistical Institute of Jamaica. Population Census 2001, Jamaica, Volume 3, Part A, 
Education. 
HISSIRR Mid-Term Evaluation Report 20
ANNEX E: SCOPE OF WORK 
Hurricane Ivan Social Sector Infrastructure 
Repair and Reconstruction in Jamaica 
Statement of Work for Mid-Term Evaluation 
 (February 2005) 
I. Background 
 Hurricane Ivan which struck the island of Jamaica on Friday September 10, 2004, caused 
damage to a number of schools, health clinics, and NGO facilities across the island. As part of 
the reconstruction effort, USAID/Jamaica contracted DevTech Systems Inc. to provide technical 
services in the design, management, and supervision of repairing and refurbishing primary 
schools, teachers’ colleges, NGO facilities and health clinics in Jamaica. The Hurricane Ivan 
Social Sector Infrastructure Repair and Reconstruction in Jamaica project will repair and re￾supply schools and health clinic damaged and/or lost during the hurricane. 
II. Purpose of Work 
The purpose of this scope of work is to provide USAID/Jamaica with a mid-term evaluation of the 
Hurricane Ivan Social Sector Infrastructure Repair and Reconstruction in Jamaica project. The 
evaluation team will assess project inputs, outputs and progress towards the goals delineated in the 
contract with DevTech Systems. A two-person consultant team will work with USAID/Jamaica 
staff, Ministry representatives, implicated NGOs and staff of schools and health clinics to provide 
a mid-term evaluation of project performance. 
III. Tasks and Methodology 
a. Task 
DevTech’s monitoring and evaluation will team undertake an assessment of the impact of the 
project on project beneficiaries. The team will collect information available from records, 
beneficiaries and direct site visits to report on the following indicators. 
Table 1: Project Purpose: Selected Jamaican Social Sector Infrastructure Restored to pre-Hurricane Ivan 
Levels or Better 
Project Task Intermediate Results 
#1: Project Startup- 
 Office set-up and operation 
 Damage Assessment 
 On-going Implementation 
 Bidding skills workshops 
 Performance Monitoring 
 Progress Reporting 
IR1.1: Project Office set up and operating 
IR1.2: Work Plan and PMP in place for reporting performance toward 
targets 
IR1.3: Damage assessment completed and facilities 
repair/refurbishment prioritized 
IR1.4: Competitive bidding skills of contractors and NGO’s improved 
thru workshops 
HISSIRR Mid-Term Evaluation Report 21
IR1.5: Contracts awarded for reconstruction work 
#2: Repair and Refurbishment of 
Educational Facilities 
IR2.1: Teacher college facilities restored to pre-Hurricane Ivan 
conditions or better 
IR2.2: School facilities restored to pre-Hurricane Ivan conditions or 
better 
IR2.3: College and School facilities refurbished with damaged 
equipment and supplies 
IR2.4: Teacher trainee and student beneficiaries receiving education 
services from restored facilities 
#3: Repair and Refurbishment of 
Health Facilities 
IR3.1: Facilities restored to pre-Hurricane Ivan conditions or better 
IR3.2: Facilities refurbished with damaged equipment and supplies 
IR3.3: Individuals and families benefiting from health services at 
restored centers 
#4: Repair of NGO Facilities IR4.1: Facilities restored to pre-Hurricane Ivan conditions or better 
IR4.2: Beneficiaries receiving NGO services and support from restored 
facilities 
b. Methodology 
The Performance Monitoring Plan will collect data from four sources of information for 
measuring, analyzing and reporting performance indicators for each intermediate result: 
• Project administrative information maintained on each activity and deliverable will 
provide basic indicator data confirming date of completion. 
• Interviews of beneficiaries, project staff, Jamaican Ministry officials, teachers, school 
directors, doctors, nurses and health administrators. 
• Official national government statistics from the Jamaican Office of National 
Reconstruction, the Statistical Institute of Jamaica (STATIN), the MOE and MOH. 
• Spot field survey checks for administrative data verification will be conducted by 
DevTech staff trained in methods of sampling and surveying. These reports will be used 
to validate the accuracy and quality of indicator data and to provide recommendations for 
improved program implementation. 
VI. Level of Effort 
The team will be comprised of Donaldo Hart, Senior Evaluation Expert, and Nina 
Etyemezian, Monitoring and Evaluation Specialist. 
Tasks Donaldo Hart Nina Etyemezian 
Preparatory Work 2 2 
Interviews and Data 
Collection 
7 7 
Report Writing 4 2 
Finalizing Report 2 1 
Total Days 15 12 
HISSIRR Mid-Term Evaluation Report 22
V. Deliverables 
• A draft mid-term evaluation report will be submitted to USAID/Jamaica prior to the 
team’s departure from Jamaica. 
• The finalized report will be submitted to USAID/Jamaica within 10 days of receiving 
Mission comments on the draft report. 
VI. Performance Period 
This work will begin on/about February 15, 2005. 
HISSIRR Mid-Term Evaluation Report 23