USAID 
FROM THE AMERICAN PEOPLE 
Institutional Capacity Building Grant 2003-2008 
MIDTERM EVALUATION 
September 1 1,2006 
Submitted to: USAlDNVashington DC 
Grantee: Counterpart International 
Cooperative Agreement: AFP-A-00-03-00028-00 
Contact: David Cohen, Vice President, at dcohenQcounter~art.orq 
COUNTERPART INTERNATIONAL, INC. 
1200 18TH St., NW 
Suite 1 100 
Washington, D. C. 20036 
USA 
Tel: 2021296-9676 
Fax: 2021296-9679 
COUNTERPART 
Table of Contents 
Executive Summary 
1 Introduction .............................................................................................. .3 
1.1 Counterpart International Inc. 
1.2 Institutional Support Grant Goals 
1.3 Review Process 
2 Progress Made to Date ................................................................................ -5 
2.1 CPl's management of food security programming 
2.2 CPI capacity to design high quality Title II programs 
2.3 Collaboration and formation of strategic partnerships 
3 Conclusions.. .......................................................................................... ..8 
3.1 Assessment of the added-value capacity to FSSA Division 
3.2 Identified gaps and constraints 
3.3 Recommendations 
4 Final Statement ......................................................................................... 12 
Appendices 
A. Biographical Summary-Douglas Taren 
B. Terms of Reference 
C. Schedule of Meetings in Washington DC and Telephone Interviews 
D. Indicator Performance Tracking Table 
E. Performance Indicator Narrative 
Executive Summary 
The Food Security and Sustainable Agriculture Division for Counterpart International Inc. (CPI), 
obtained a Institutional Capacity Building (ICB) Grant to: 
To strengthen CPl's management of food security programming 
To strengthen CPl's capacity to design high quality Title II programs 
To strengthen collaboration and formation of strategic partnerships 
This report constitutes an internal midterm evaluation of the accomplishments that occurred during the first 
30 months of the program. It also provides input on how to move forward during the second half of this 
program period. 
Three main tasks were identified for this review and presented in the following list: 
Assess the added-value capacity to FSSA Division in terms of developing, implementing, and 
monitoring Food Security programs linked with agriculture, nutrition, and HIVIAIDS. 
Identify the gaps and constraints in line with the resources necessary to strengthen the of FSSA 
to Assess the organizational structure of FSSA Division to design and implement high quality 
Title II programs with technical focus on agriculture, nutrition, and HIVIAIDS. 
Make recommendations on functional, administrative, and technical areas to strengthen FSSA. 
The methodology for this review included a series of key interviews with CPI personnel, including the 
FSSA staff in at main CPI office in Washington DC, and field staff and senior management. The review 
also included a survey of key documents including the ICB Grant goals, Development Activity Program 
(DAPs), program progress reports, trip reports, and country profiles. 
The findings from this review indicate that the strengths of this program clearly outweigh any weaknesses. 
CPI is on target to meet its goals for the ICB. It now has been funded to work on four Title II programs. 
It is the lead organization in Senegal. It has a substantial role on the three other projects in Tajikistan, 
Ghana, and Honduras. At the time of this report, several other multi-year assistance programs 
(MYAPs) were under review including Guatemala and Mauritania. It has built a young and energetic 
staff within its Division of Food Security and Sustainable Agriculture (FSSA) that can provide technical 
assistance and backstop their programs. The technical assistance personnel focus on nutrition, HIV, 
and sustainable agriculture. Backstopping projects at the time of the review was also being done by 
technical staff and an interim program management coordinator. The in-country staff has experience 
with managing Title II Programs and has been able to keep country based programs on target. 
Opportunities for staff training are provided on a consistent basis. The ICB has resulted in a sufficient 
quantity of programs and trainings being conducted at headquarters and at as part of the Title II 
programs. 
The ICB has allowed the FSSA to support their technical experts in nutrition, HIV and agriculture. It has 
allowed CPI to obtain several Title II projects and provide training to CPI staff in at their headquarters 
and for in-country personnel. More importantly, according to the Lelei Lelaulu, CEO of CPI, the ICB 
has allowed the organization to think about how food security plays an important role in many aspects 
of development and programs provided by CPI. 
The major gap has been the lack of a consistent and established program management coordinator and 
technical expert for nutrition. This has led to a significant shortage of professional staff within the FSSA. 
Counterpart International, ICB Grant Midterm Evaluation, 2006 
Although the programs have been able to move forward, this shortfall has not allowed the ICE3 to reach its 
potential. 
The primary recommendations from this review are: 
CPI and the FSSA Division need to build their niche in the food aid community. The possibilities are 
there for HIV and for creating unique programs. This niche need not only be defined as a health 
topic such as HIV, but it could be within a geographic region or by linking with the other divisions 
with CPI to combine food aid with other development goals and objectives including civic societies 
or even tourism. 
The major constraint has been the limited number of DAPs which CPI is the primary contractor. This 
statement is not to take away from the success of working on a total of four DAPs especially in light 
of the short start up time. However, being the primary organization on a program will allow the FSSA 
to build their own capacity to integrate nutrition, HIV and sustainable agriculture into their 
infrastructure and hot just responding to the needs of other organizations and groups. 
Multisectorial programs are needed. The interest is present but a more strategic plan needs to be 
developed that includes plan for expanding the current staff to what would be needed to effectively 
implement new programs. 
CPI is not a first responder when it comes to food aid. However, it has developed the track record 
with food aid with regards to both USAlD and USDA programs. It may be time for FSSA to expand 
its efforts and provide food aid during emergency situations and link this support to development 
programs. CPI is able to conduct rapid assessments regarding food security, it has expertise in food 
aid and it has developed relationships with shipping agencies. 
CPI and the FSSA Division need to build their niche in the food aid community. The possibilities are 
there for HIV and for creating unique programs. This niche need not only be defined as a health 
topic such as HIV, but it could be within a geographic region or by linking with the other divisions 
with CPI to combine food aid with other development goals and objectives including civic societies 
or even tourism. 
Counterpart International, ICB Grant Midterm Evaluation, 2006 
1. Introduction 
This report provides a review of the progress made to date for the United States Agency for 
lnternational Development (USAID) institutional capacity building grant (ICB) provided to Counterpart 
lnternational Inc. (CPI). The review included three main activities: Interviews with headquarter staff, 
review of documents, and interviews with two chief of parties for Title II programs. An on-site visit to 
the CPI office in Washington DC was made to conduct interviews with headquarter staff and to obtain 
and review documents pertaining to the ICB, and later phone interviews were made with the two chief 
of parties. This review was conducted to determine if CPI was meeting its contracted goals, to 
determine the quality of the programs being conducted and to provide input into how to improve the 
existing and future programs. The review was conducted between July 31, 2006 and September 4, 
2006. 
Given that the purpose of this review was to focus on how to improve the program and not just laud its 
accomplishments, the identified gaps and recommendations should be considered the primary parts of 
this program. Thus, these sections lay out many options that CPI may take in the future to strengthen 
their Title II programs. 
1 .I. Counterpart lnternational Inc. 
Counterpart lnternational (CPI) was founded in 1965 as the Foundation for the Peoples of the South 
Pacific. CPI documents state that its single organizational purpose has been to strengthen the capacity of local 
communities to meet their self-defined needs in sustainable, practical and culturally appropriate ways. It 
focuses on a skill set that includes food security, sustainable agriculture, economic development, health, civil 
society and the environment. CPI currently has a presence 30 countries across five continents. CPI programs 
focus on: Civil Societies, Community & Humanitarian Assistance Programs, Food Security & 
Sustainable Agriculture, Global Health & Child Survival, Economic Development, Sustainable Tourism, 
and Environment & Conservation. 
The mission statement for CPI states that it is a nonprofit organization dedicated to building a just world 
through service and partnership. CPI gives people a voice in their own future through smart 
partnerships, offering options and access to tools for sustained social, economic and environmental 
development. CPI has forged strategic partnerships in the public and private sectors to help people 
improve the quality of their lives and revitalize their communities in more than 60 nations. 
CPI has a global staff of nearly 300 employees and had an operating budget for fiscal year 2005 of $1 16 
million. The largest portion of this budget came from contributed services and materials (approx $88 million), 
followed by US government grants (approx $22 million). Since establishing its Food Security unit in 1998 and 
at the start of this program, CPI had managed a $14,000,000 portfolio for 15 food security and sustainable 
agricultural programs in 11 countries. CPl's programs draw upon the specializations of CPI headquarters' 
staff, field staff, partner organizations and agencies, academic partners, consultants, as well as the greater 
development community. 
CPl's food security programs are managed by CPl's Food Security and Sustainable Agriculture (FSSA) 
division which covers a diverse set of geographic, cultural and political environments. Its programs have been 
funded principally through the United States Department of Agriculture's Food for Progress and 416(b) 
initiatives, with supplemental resources provided by commodity groups, foundations and private donors. CPl's 
Food Security programs at the start of the ICB grant were based in Senegal, Vietnam, Philippines, Bosnia & 
Herzegovina, Albania, Georgia and Tajikistan. Current programs funded through USAID Title I1 Food for 
Counterpart International, ICB Grant Midterm Evaluation, 2006 
Peace Programs are now based in Senegal, Vietnam, Tajikistan, Honduras, and Ghana and equal 
approximately $36.8 million dollars in funds. 
1.2 Institutional Support Grant Goals 
The three main goals stated in the ICB Grant are: 
To strengthen CPl's management of food securitv programming, CPI will hire staff with strong Title I1 
experience; provide headquarters and field staff training in management; customize a food aid logistics 
system to track large amounts of food from point of origin to end-user; and train headquarters and field 
staff in management and logistics systems to deliver effective food aid programs. Training will focus on 
management systems and monetization procedures. 
To strengthen CPI capacitv to design high qualitv Title II programs, CPI will analyze food insecure 
vulnerable populations in stressed environments with food security vulnerability profiles and conduct 
participatory food security assessments. A voluntary Food Security Advisory Committee comprised of 
food, agriculture, health, nutrition and other experts will provide advice and counsel. A monitoring, 
evaluation, and reporting system will build on existing systems. CPI will also hire new staff with strong 
technical expertise in HIVIAIDS and nutrition. 
To strengthen collaboration and formation of strategic partnerships, CPI will contribute to discussions 
with USAlD of Title II program results; actively participate in relevant FFP initiatives; expand our role 
with the food security community through FAM; participate in relevant international professional events; 
prepare and disseminate materials that can be readily used or adopted for the air or in print; and garner 
additional food resources and donations to complement Title II resources. 
1.3 Review Process 
CPI set up an independent consulting contract with Douglas Taren, PhD (Appendix A). The purpose of 
this contract was to have Dr. Taren provide FSSA Management with an outside review of the progress 
of the USAlD ICB Grant after 2.5 years of implementation and to provide recommendations on 
strengthening the process (Appendix B). 
Three main tasks were identified for this review and presented in the following list: 
Assess the added-value capacity to FSSA Division in terms of developing, implementing, and 
monitoring Food Security programs linked with agriculture, nutrition, and HIVIAIDS. 
Identify the gaps and constraints in line with the resources necessary to strengthen the of FSSA 
to Assess the organizational structure of FSSA Division to design and implement high quality 
Title II programs with technical focus on agriculture, nutrition, and HIVIAIDS. 
Make recommendations on functional, administrative, and technical areas to strengthen FSSA. 
The methodology for this review included a series of key interviews with CPI personnel, including the 
FSSA staff in at main CPI office in Washington DC, and field staff and senior management. The 
schedule and individuals interviewed are provided in Appendix C. The review also included a survey 
of key documents including the ICB Grant goals, Development Activity Program (DAPs), program 
progress reports, trip reports, and country profiles (Appendix D). 
Counterpad International, ICB Grant Midterm Evaluation, 2006 
2. Progress Made to Date 
CPI is on target to meet its goals for the ICB. It now has been funded to work on four Title II programs. 
It is the lead organization in Senegal. It has a substantial role on the three other projects in Tajikistan, 
Ghana, and Honduras. At the time of this report, several other multi-year assistance programs 
(MYAPs) were under review including Guatemala and Mauritania. It has built a young and energetic 
staff within FSSA that can provide technical assistance and backstop their programs. The technical 
assistance personnel focus on nutrition, HIV, and sustainable agriculture. Backstopping projects at the 
time of the review was also being done by technical staff and an interim program management 
coordinator. The in-country staff has experience with managing Title I1 Programs and has been able to 
keep country based programs on target. Opportunities for staff training are provided on a consistent 
basis. The quantity of programs, training and service provided in-country is adequate. 
2.1 CPl's management of food security programming 
CPI will hire staff with strong Tifle I1 experience; provide headquarters and field staff training in 
management; customize a food aid logistics system to track large amounts of food from point of origin to 
end-user; and train headquarters and field staff in management and logistics sysfems fo deliver effective 
food aid programs. Training will focus on management systems and monetization procedures. 
Headquarter and Field Staff 
The staff within FSSA is able to provide important support to the development, implementation and 
evaluation of food security programs. However, the staff is young and has not yet had extensive Title II 
experience. This is partly due to just starting Title II programs within CPI. Two of the three staff members 
who provide technical assistance were hired just after completing a Master of Public Health Program. Other 
team members were also new to the area of food security and Title II field including the Program 
Development Coordinator. Nonetheless, this person has been able to work closely with the technical 
advisors and put together successful DAPS. 
There also has been a lot of turnover with regards to the Program Management Coordinator who would 
be the primary point person to oversee the Title II programs on a day-to-day basis. At this point, CPI is 
in the process of recruiting a new Program Management Coordinator and several candidates have the 
experiences that are needed to fill this position. Given CPl's past experience with a high turnover within 
this position, the bar has been raised to hire someone with extensive Title II experience and who has a 
stable work history. 
The review of field staff qualifications was limited. CPI has several outstanding managers such as in 
Senegal which is their largest program and in Ghana. Program leadership has been strong in 3 other 
countries with turnover only in one country. The leadership teams have managed programs with very 
good oversight and they have been able to overcome problems when they have occurred. There has 
only been one country (Tajikistan) where the leadership has had a high turnover in personnel. 
However, even in this situation, the program is meeting its programmatic goals. 
Staff Training in Management 
The breadth of training has included many aspects of Title II programs and general management topics that 
go beyond just food security programs. Management training has included having headquarter staff attend 
MIS, monetization, and food commodity tracking. Skype training has been provided to staff to improve 
communications. Technical training has included workshops on growth monitoring, mother-to-child HIV 
Counterpart International, ICB Grant Midterm Evaluation, 2006 
transmission, and how to use of various food products in Title II programs, including soy and sweet 
potatoes. 
To the credit of the management team, several members already possess an MPH degree which includes 
some background in program management. Ongoing updating of management and technical knowledge is 
being provided to FSSA staff with Brown Bag seminars. The FSSA also has input on CPl's Friday letters. 
These letters are another way to increase training of FSSA Staff but also for others divisions within CPI. 
Training of local staff is being provided by FSSA headquarter staff during site visits. Local staff members 
are also being sent to workshops in country and within their region. 
Customize Food Tracking System 
It has taken CPI some time to develop a food tracking system and a computerized system is still 
underdevelopment. CPI initially consulted with CARE to develop an in-house commodity tracking system 
by modifying CPl's existing CHAPBase software. This system was developed and pilot tested. 
Unfortunately, it was not successful due to the difficulty of taking a system designed for pharmaceutical 
tracking and modifying it to track commodities and having it meet the special requirements for USAlD Title II 
programs. After consulting with Joe Gerstle, CPI decided to forego the CHAPBase system and now has 
successfully negotiated with World Vision to obtain and modify their commodity tracking system. However, 
at the time of the review this system had yet to be implemented. 
Staff Training on the Delivery of Food Aid Programs 
The headquarters' staff has had training on the development of food tracking systems, use of different 
commodity foods, and on how to conduct anthropometry training and interpret anthropometry measures. 
Environmental compliance training was provided to CPI staff and to various organizations. CPI has worked 
effectively to support field staff training by coordinating regional workshops. In house training was 
conducted by CPI on forest gardens as an opportunity to integrate programs within CPI across divisions. It 
was evident that each year strategic decisions were made about what areas of training were needed at that 
time. However, no long-term plan and schedule was available to review for future training. 
2.2 CPI capacity to design high quality Title II programs 
CPI will analyze food insecure vulnerable populations in stressed environments with food security 
vulnerability profiles and conduct participatory food security assessments. A voluntary Food Security 
Advisory Committee comprised of food, agriculture, health, nutrition and other experts will provide advice 
and counsel. A monitoring, evaluation, and reporting system will build on existing systems. CPI will also hire 
new staff with strong technical expertise in HIV/AIDS and nutrition. 
Country Profiles 
The country profiles for Haiti, Senegal and Ethiopia were reviewed. Haiti and Senegal were 
outstanding country profiles and both were conducted by MPH graduate students. These profiles 
included national and sub-national information that provided guidance to the kinds and location of 
potential food security programs. They were comprehensive in that they provided an overview of the 
sociopolitical, health and nutritional status of the countries and regions within the country. Given the 
timeliness and dynamics of food security, these reports will remain timely within the near future. The report 
for Senegal was probably the weakest of the three, but this shortcoming is of less importance as a Title II 
project was actually funded to be conducted in Senegal. 
Counterpart International, ICB Grant Midterm Evaluation, 2006 
Food Advisory Committee 
The Food Advisory Committee has been formed and consists of a diverse group of experienced academic 
and program professionals. The FSSA staff meets with members of the advisory committee on an individual 
basis but has yet to met as a group. The committee members are able to contribute to the development, 
implementation and evaluation of the Title II programs on a more consistent basis. It may be reasonable to 
have a meeting with the committee to find out what is the best way that CPI can utilize this advisory 
committee. 
Monitoring, Evaluation and Reporting System 
Reports for the ICE? grant have been forthcoming. These reports include field trip reports, individual project 
reports and the annual reports for the ICB Grant. 
Two annual ICB reports were reviewed (FY 03-04 and FY 04-05) along with the annual work plan for FY 06- 
07. Each of these reports provides CPlls progress to date regarding the three major outcome areas along 
with the progress to date regarding the ICB Intermediate Results. However, the format for these reports is 
not consistent. Clearly each of these reports has strengths in their format. However, for review purposes 
one format would be beneficial. The initial format from the FY03-04 format which includes a table identifying 
the progress made toward the intermediate results was the most helpful and easiest to read. 
CPI has also worked on developing a monitoring and evaluation working group. This group has been given 
FANTA produced materials to assist with the effort. Additional training has also been given on 
management information systems to this group. 
Technical Expertise 
CPI has created positions for their nutrition and HIV experts. The individuals who work in these areas have 
strong academic backgrounds, both with an MPH from Tulane University. The technical experts have a lot 
of knowledge about their respective area of expertise. However, neither person has sufficiently utilized 
their expertise to integrate these areas into the Title II programs. The nutritionist position has turned over 
two times now and there is currently a search to hire a third technical advisor in nutrition in as many years. 
Furthermore, the nutritionist in the past year was only part time and used much of her time to help backstop 
programs. The technical advisor for HIV is working on developing projects. However, at this point, his input 
into ongoing Title II programs is minimal as HIV is not yet a focal point for any of these projects. GIs 
training was provided to headquarter staff. This methodology can be used to plan, monitor and evaluate 
various health programs. 
2.3 Collaboration and formation of strategic partnerships 
CPI will contribute to discussions with USAID of Title I1 program results; actively participate in relevant FFP 
initiatives; expand our role with the food security community through FAM; participate in relevant 
international professional events; prepare and disseminate materials that can be readily used or adopted for 
the air or in print; and garner additional food resources and donations to complement Title I1 resources. 
Interactions with USAlD Title I1 Programs 
CPI has submitted a total of six DAPs to USAID. Four were submitted and funded during the first year of the 
ICB. These are being conducted in Senegal, Tajikistan, Honduras and Ghana. During the second year of 
the ICB no DAPs were submitted. This past year two additional DAPs were submitted and they were to 
Counterpart International, ICB Grant Midterm Evaluation, 2006 
Guatemala and Mauritania. In addition to obtaining Title II funds, CPI has been taken leadership on hosting 
several Food for Peace programs. 
Participate in FFP Initiatives 
CPI works closely with the Coalition for Food Aid. It hosts Title II meetings and developed a Food Security 
Resource Center. 
Expand Role in Food Security through FAM 
CPI won the bid to build the FAM library. It is now working to reorganize PVOs based on shared concerns 
since the dissolution of FAM. However, information from the development of the library is still an available 
resource. 
Participate in Professional Events 
The FSSA staff members are participating in numerous professional events in the Washington DC area, 
and at national and international meetings including such meetings as the World AIDS Conference, and the 
American Anthropological Association. These events also include professional workgroups and 
conferences that focus on food security and HIV. CPI has had a continual presence at many meetings that 
focus on the food security including the World d Food Prize Symposium and the Coalition for Food Aid 
meetings. 
Disseminate Materials 
The CPI staff is now starting to write and publish information. They are also presenting papers at national 
and international meetings. This dissemination has also included several presentations at academic 
institutions. In addition to published professional papers, news articles are often authored by CPI staff. 
Garner Additional Donations to Complement Title II Resources 
FSSA is starting to work toward obtaining funds from multiple sources to support their activities. Many of 
these funds include donations of commodity such as 16 metric tons of textured soy protein for Senegal and 
135 metric ton of barley and 10 metric ton dehydrated potato flakes. Cash donations have also been made 
by Rotary International and the Harold Simmons Foundation. 
3 Conciusions 
3.1 Assess the added-value capacity to FSSA Division in terms of developing, implementing, 
and monitoring Food Security programs linked with agriculture, nutrition, and HIVIAIDS. 
The ICB has allowed the FSSA to support their technical experts in agriculture, nutrition and food 
security. It has allowed CPI to obtain several Title II projects and provide training to CPI staff in at their 
headquarters and for in-country personnel. More importantly, according to the Lelei Lelaulu, CEO of 
CPI, the ICB has allowed the organization to think about how food security plays an important role in 
many aspects of development and programs provided by CPI. 
It is clear that without the ICB, the FSSA Division would not have the resources at headquarters to 
provide the staff and additional training that is needed to backstop their Title II programs. The ICB has 
Counterpart International, ICB Grant Midterm Evaluation, 2006 
been used to leverage support from other resources including in-kind commodity donations. Having an 
ICB grant has allowed the FSSA Division to interact with other providers of Title II programs. This has 
allowed CPI to build their FSSA Division. 
3.2. Identify the gaps and constraints in line with the resources necessary to strengthen the 
FSSA Division to assess the organizational structure of FSSA Division to design and 
implement high quality Title II programs with technical focus on agriculture, nutrition, 
and HIVIAIDS. 
The major gap has been the lack of a consistent and established program management coordinator. 
As more DAPs are implemented, it may necessary to have more program management coordinator. 
The major constraint has been the limited number of DAPs which CPI is the primary contractor. This 
statement is not to take away from the success of working on a total of four DAPs especially in light 
of the short start up time. However, being the primary organization on a program will allow the FSSA 
to build their own capacity to integrate nutrition, HIV and sustainable agriculture into their 
infrastructure and hot just responding to the needs of other organizations and groups. 
There is limited historical memory within the FSSA. This is due to being a relatively new division 
but also due to the high turnover rates within program management and with their technical 
advisors. For this reason, the division needs to improve its record keeping systems. This 
includes an on-line directory of reports, meeting notes, etc. The infrastructure is there but 
during my on-site visit, it was difficult to get hold of these materials. 
In light of the turnover, the program needs to implement training for successive leadership. This 
can be strategically implemented by developing an accessible record of meeting notes, and 
having more than one person who can act as a program management coordinator. The working 
groups that have been designed is a start toward this cross-training but it was not clear how well 
they are being implemented. 
It was difficult to assess the quality of programs. The annual reports are fine and provide the 
quantitative data necessary for accountability. However, there was some concern by CPI inside 
and outside of the FSSA Division that providing numbers is not sufficient for evaluating the 
quality of programs and thus their true impact on both program indicators and overall 
development of targeted regions. 
CPI is not a first responder when it comes to food aid. However, it has developed the track record 
with food aid with regards to both USAlD and USDA programs. It may be time for FSSA to expand 
its efforts and provide food aid during emergency situations and link this support to development 
programs. CPI is able to conduct rapid assessments regarding food security, it has expertise in food 
aid and it has developed relationships with shipping agencies. 
CPI has technical people in nutrition, HIV and sustainable agriculture. It seems that these technical 
advisors should be providing more technical input into new and existing programs and they should 
conduct less backstopping activities at headquarters and in the field. 
CPI and the FSSA Division need to build their niche in the food aid community. The possibilities are 
there for HIV and for creating unique programs. This niche need not only be defined as a health 
topic such as HIV, but it could be within a geographic region or by linking with the other divisions 
Counterpart International, ICB Grant Midterm Evaluation, 2006 
with CPI to combine food aid with other development goals and objectives including civic societies 
or even tourism. 
3.3. Recommendations on functional, administrative, and technical areas to strengthen 
FSSA. 
This final section provides recommendations based on the three areas identified in the Statement of 
Work for this review. 
Functional Areas to Strengthen FSSA 
Apply the current infrastructure. Due to staff turnover, the technical experts have been providing 
backstopping. This due to not having an experienced program management coordinator. 
The working groups have been helpful in view of not having a program management coordinator. 
There needs to be a method for staff to be promoted. The flat infrastructure currently in place 
provides little vertical movement for technical experts and middle level managers. This is one of the 
contributing factors to staff turnover which has stymied program growth. 
Multisectorial programs are needed. The interest is present but a more strategic plan needs to be 
developed that includes plan for expanding the current staff to what would be needed to effectively 
implement new programs. 
Build more in-country infrastructure. One result of being the subcontractors on the majority of 
projects is some of the training that is being conducted is not for CPI staff and the greater 
beneficiaries are other organizations. This is not strengthening CPl's capability to have quality staff 
in country that will be able to carry on future projects once CPI has already established itself in a 
region. 
Leadership and team building can be enhanced. The overall demeanor of the FSSA office was 
positive, but there was also frustration in the staff with regards to their function. It seems that the 
structure for a strong division is present, but it now needs to have the additional support for the 
backstopping and technical support. Greater support can be given to the technical experts in 
nutrition, HIV and sustainable agriculture. This takes funds and is also dependent on a purpose. 
However, once these areas grow, then the technical experts can supervise staff members can 
develop materials for various programs. This will take additional leadership and team building skills 
within the FSSA division. 
Administrative Areas to Strengthen FSSA 
There were consistent statements made that more oversight and input is needed into the direction 
of the FSSA division and for the day-to-day operations of funded programs. Many thought this 
needed to be done by head of the division. However, given the demands that this person has while 
also being a vice-president within the CPI management team, this responsibility needs to be shared 
with a division manager. This could become the Program Management Coordinator or a new 
position of Senior Program Manager could be created. 
Counterpart Infernational, ICB Grant Midterm Evaluation, 2006 
More oversight with regards to the specific Title II programs. The VP for the FSSA and program 
management coordinator should make a visit to the country field sites at least once every year. 
These can be scheduled so several programs can be visited in a cost effective manner and thus 
could be grouped by geographical region. One visit that is absolutely necessary is at the start up of 
the program so field staff including the Chief of Party can obtain more specific information on 
program implementation should proceed. 
The FSSA has regular staff meetings. However, these meetings need to occur weekly and should 
have a repository for standard minutes. These minutes will then direct the division with regards to 
what actions need to be taken and to more long term goals and objectives. 
Similarly, the division needs to develop standardized templates for all field trip reports and for all 
project annual reports and use them consistently. The two tables that have been most helpful with 
this review are the "Performance Measures by Intermediate Results" and "Impact Performance by 
Intermediate Results" with the later indicating the percent of the target achieved. 
Greater organization and communication within the section is needed. It was often difficult to get 
documents that were part of the program. This is also needed due to the high turnover rate that has 
occurred within the division's staff. A potential solution would be to invest into an administrative 
assistant for the head of the division. 
Interns need to be experienced within international health before coming on board especially if they 
are being placed at the headquarters' office. This should be limited to graduate students until a 
larger infrastructure is in place. The selection of interns and matching with projects must be 
selected with care. It would be preferable that a staff member elect to take on an intern before they 
arrive rather than having them assigned to a person. In most cases, it must be assumed that there 
will need to be considerable input from the Counterpart staff to assist the interns with their projects. 
Technical Areas to Strengthen FSSA 
Future trainings on how to integrate nutrition, sustainable agriculture and HIV should be undertaken. 
This could be a group training that utilizes the expertise of the advisory committee. 
A Program Management Coordinator needs to be hired. This person must be maintained. 
Currently there is not sufficient backstopping of projects even though the FSSA has developed 
working groups. This has been fine during the interim, but one and maybe two program 
management coordinators may be needed. It is recommended that there be at least 1 program 
management person for every 3 projects. Time in the field for this program coordinator would 
probably consist of several weeks per project. If more than one program management 
coordinator is hired, the division of labor cold be by geographic area or by topic area. Which 
ever system is used, these people need to have in-depth knowledge of the programs. The 
program management coordinator(s) will work closely with the field teams to overview the 
progress reports, provide final reports to USAID, etc. These individuals have to be able to work 
with USAlD guidelines. They also need to be able to work with the VP for the division and 
develop workplans with the technical experts. 
The next area of expansion for the FSSA division could be into emergency food aid. This is a 
natural area of expansion now that it has built up it experience with food transport systems and 
Counterpart International, ICB Grant Midterm Evaluation, 2006 
title II programs. CPI could build a needed niche by combining emergency food aid with its 
already established expertise on development. 
4 Final Statement 
The strengths of this program clearly outweigh any weaknesses. The individual Title II projects are meeting 
their landmarks. The majority of management issues can be resolved by having a more stable staff and this 
can be done my creating an infrastructure that allows for advancement. 
Counterpart International, ICB Grant Midferm Evaluation, 2006 
Appendix A 
Douglas Taren, PhD 
Dr. Taren received his doctoral degree (PhD) in International Nutrition from Cornell University in 1986. 
Dr. Taren served on the faculty at the University of South Florida, College of Public Health from 1987 to 
1992. He joined the College of Medicine at the University of Arizona in 1996. He is currently hold the 
rank of Professor at the Me1 and Enid Zuckerman College of Public Health at the University of Arizona 
where he chaired the Master of Public Health program from 2001-2006 and is currently head of its 
Maternal and Child Health Training Program. 
Dr. Taren's research and academic endeavors during the past 20 years have focused on public health 
approaches to decreasing vitamin A deficiency, women's health and the prevention of preterm infants, the 
prevention of mother-to-child HIV transmission, the development of educational programs, the 
improvement of dietary assessment methods, and child nutrition. His research and teaching has included 
projects in Panama, Costa Rica, Nicaragua, Honduras, Venezuela, Mexico, Jamaica, China, Nepal, 
Kenya, and Zambia. His research and educational programs have been supported by national and 
international agencies including the National Institutes of Health, the U.S. Centers for Disease Control 
and Prevention, the U.S. Department of Agriculture, the U.S. Agency for International Development, the 
Health Resources and Services Administration Maternal and Child Health Bureau, and the United Nations 
and private organizations including the Kellogg Foundation and the Elizabeth Glaser Pediatric AIDS 
Foundation. 
Selected Publications 
Taren DL, Nesheim MC, Crompton DWT, Holland CV, Barbeau I, Rivera G, Sanjur D, Tiffany J, & 
Tucker K. Contribution of Ascariasis to Poor Nutritional Status of Children From Chiriqui 
Province, Republic of Panama. Parasitology 95:603-6 13, 1987. 
Taren DL, & Crompton DWT. Mechanisms for Interactions between Parasitism and Nutritional Status. 
Clinical Nutrition 8:227-238, 1990. 
Taren DL, Clark W, Chernesky M, & Quirk E. Weekly food servings and participation in social 
programs among low income families. American Journal of Public Health 80(11)1376-1378, 
1990. 
Taren DL, & Graven SN. Nutritional and educational components of prenatal care and their association 
with low birth weight infants in the Florida prevention of preterm birth program. Public Health 
Reports 106(4):426-436, 199 1. 
Taren DL, & Graven SN. The sensitivity and specificity of a preterm risk score at various cut-off points. 
Journal of Perinatology 1 l(2): 130- 136, 199 1. 
Beerbower KS, Taren DL, & Jacobson HN. Childhood obesity: An international comparison and 
implications for management. Part I. Journal of the Florida Public Health Association 3:20-24, 
1992. 
Beerbower KS, Taren DL, & Jacobson HN. Weight Control Programs for Obese Children, Part 11. 
Journal of the Florida Public Health Association. 4:40-46, 1992 
Taren DL, Sanjur D, Rivera G, Crompton DWT, Nesheim M, Cox JC, & Williamson ECM. Nutritional 
status of guaymi indians: Predictors of plasma vitamin a and other indicators of nutritional status. 
Archivos Latinoamericanos de Nutricidn 42(2): 1 1 8- 126, 1992. 
Taren DL, Freeman MB, & Brandenburg N. Evaluation of Dietary and Activity Questionnaires for 
Elementary School Children. Annals of the New York Academy of Sciences 699(0ct 29):298-300, 
1993. 
Taren DL, & Chen J. A Positive Association Between Extended Breast-feeding and Growth in Rural 
Hubei Province, PRC. American Journal of Clinical Nutrition 58:862-867, 1993. 
Bockaire P, Taren DL, & Patterson AW. Knowledge, Attitudes, and Practices of Secondary School 
Students Toward Obesity in Jamaica. Cajanus 27:22-47, 1994. 
Ball TM, & Taren DL. Nutritional Screening of Under-Fives in Malawi: The Road-To-Health Card vs 
Arm Circumference and Maternal Reporting of Illness. Journal of Tropical Pediatrics 41 :250- 
252, 1995. 
Taren DL, Tobar M, Hill A, Howell W, Shisslak C, Bell I, Ritenbaugh C. The Association of Energy 
Intake Bias with Psychological Scores of Women. European Journal of Clinical Nutrition 
53:570-578, 1999. 
Bruinsma, Taren DL. Chocolate: food or drug? Journal of the American Dietetics Association 99: 1249- 
56, 1999. 
Taren DL, de Tobar M, Whitacre R, Graver E, Aickin My Ritenbaugh C. Evaluation of the Southwest 
Frequency Questionnaire. Ecology of Food and Nutrition 38:5 15-547, 1999. 
Taren DL. The Infant Feeding and HIV Transmission Controversy Impacts Public Health Services. 
Nutrition Today 35: 103-106,2000. 
Taren DL, Thomson C, Koff NAY Gordon P, Marion My Callahan P, Fulginiti J, Ritenbaugh C. The 
Effect of an Integrated Nutrition Curriculum on Medical Student Performance As Measured by an 
Objective Structured Clinical Examination (OSCE). American Journal of Clinical Nutrition. 
73(6): 1 107- 12,200 1 
Taren D, Dwyer J, Freedman L, Solomons NW. Dietary Assessment Methods: Where do we go fi-om 
here? Public Health Nutrition 2002;5(6a): 100 1 - 1003 
Taren D. The International Conferences on Dietary Assessment Methods. Public Health Nutrition 
5(6a):8 17-8 19,2002. (Letter) 
Taren D. Feedback on WHOIFAO Global report on diet, nutrition and non-communicable diseases. 
Public Health Nutrition 2003;6(5):425. 
Taren DL, Duncan By Shrestha K, Shrestha N, Genaro-Wolf D, Schleicher RL, Pfeiffer CM, Sowell AL, 
Greivenkamp J, Canfield L. The Night Vision Threshold Test is a Better Predictor of Low Serum 
Vitamin A Concentrations than Self-Reported Night Blindness in Urban Nepalese Pregnant 
Women. J Nutrition 134:2573-2578,2004. 
Avila-Rodriguez, EH, Avila-Rodriguez A, Araujo-Contreras, JM, Villarreal-Martinez A, Nava-Ortiz E, 
Arreola-Leyva NM, Retana-Felix L, Flores-Soria R, Taren D, Rivas-Avila E. Evaluaci6n del 
Estado Nutricio de la Poblaci6n que acude a1 Hospital Municipal del Niiio de Durango. 1. 
Deterioro del Crecimiento y Factores Associados. La Salud en Durango 6(2): 15-21,2005. 
Sankaranarayanan S, Suarez M, Taren D, Genaro-Wolf D, Duncan B, Shrestha K, Shrestha N, Rosales 
RJ. The concentration of retinol bound to retinol-binding protein (holo-RBP) increases during 
late gestation in vitamin A sufficient Nepalese women. JNutrition 135(12):2817-22,2005. 
Maurer J, Taren, DL, Teixeira PJ, Houtkooper LB, Thomson CAY Lohman TG, Going, SB. The 
Psychosocial and Behavioral Characteristics Related to Energy Misreporting. Nutrition Reviews 
64(2):53-66,2006, 
Appendix B 
Terms of Reference 
Assignment: Mid-term Assessment of Institutional Capacity Building Grant 
Introduction: The Division of Food Security and Sustainable Agriculture is in year three in the 
implementation of a five year Institutional Capacity Building Grant from the Office of Food for 
PeaceIUSAID. The overall goal of that grant is strengthen CPI's capacity to design and 
implement high quality Title I1 programs with a technical focus on strengthening the linkages 
between agriculture and nutrition in areas of high HIVIAIDS prevalence. 
Obiective: The objective of the mid-term assessment is to provide FSSA Management with an 
outside review of the progress of the USAID Institutional Capacity Building grant after 2.5 years 
of implementation and to provide recommendations on strengthening the process. 
Specifics: The consultant shall conduct a review of the status of efforts in the implementation of 
the ICB grant. The consultant will: 
Assess the added-value capacity to FSSA Division in terms of developing, implementing, 
and monitoring Food Security programs linked with agriculture, nutrition, and HIVIAIDS 
Identify the gaps and constraints in line with the resources necessary to strengthen the of 
FSSA to Assess the organizational structure of FSSA Division to design and implement 
high quality Title I1 programs with technical focus on agriculture, nutrition, and 
HIVIAIDS 
Make recommendations on functional, administrative, and technical areas to strengthen 
FSSA 
The methodology of the review shall include a survey of written materials and key interviews 
with Counterpart personnel, including FSSA HQ and field staff and senior management. The 
consultant shall make recommendations to CPI on how to improve the process of the grant 
implementation. 
Deliverables: The consultant shall produce a written report to FSSA management that includes 
an executive summary of principal points. 
Appendix C 
Schedule of Meetings 
Douglas Taren, PhD 
Counterpart International Inc. 
Washington, DC 
Monday July 3 1,2006 
16:30 - 18100 Youssouf Sawaga 
Tuesday August 1,2006 
13:OO - 14:OO Haile Woldegeorgise 
15:OO - 17100 Arlene Lear 
Wednesday August 2,2006 
1O:OO - 10:30 Lizza Curzado 
1 1 :00 - 12:OO Cole Wolfson 
12:OO - 13:OO Tara Williams 
13:30 - 14130 Grace Jones 
Thursday August 3,2006 
1O:OO - 1 1 :00 David Cohen 
15:30 - 16:30 Lelei Lelaulu 
Friday August 4,2006 
09:30 - 1O:OO Bernadette Smith 
1O:OO - 1 1:00 Michael Manske 
11:OO - 12:OO Erica Wetzler 
13:OO - 14:OO Lilya Wagner 
14:30 - 15:30 Youssouf Sawaga 
Tuesday August 8,2006 
Thoric Cederstrom 
Phone Interviews: 
August 4,2006: Divine Atupra 
September 4,2006: Josephine Trenchard 
Appendix D 
Indicator 
ICB Manager hired 
Staff trained in program management 
Commodity tracking system in place 
Database Specialist Hired 
Staff trained in commodity tracking 
Staff trained in supply chain management 
Management system implemented 
Staff trained in monetization 
Food security profiles completed 
Food Security Assessments conducted 
Food Security Advisory Committee engaged 
HIVIAIDS Specialist hired 
Nutritionist hired 
Staff trained in food security 
Staff trained in Forest Gardenslsustainable Ag 
Staff trained in HIVIAIDS and Nutrition 
MERS Developed 
Staff trained in Environmental Compliance 
Staff trained in MERS 
DAPs Approved 
Publications produced 
FACG meetings attended 
Steering Committee meetings attended 
M&E Working Group meetings attended 
Environmental Working Group meetings 
attended 
LCB Working Group meetings attended 
Op-Ed articles published 
Public speaking engagements 
Background publications produced 
Cost Share 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
FY 04 
Target 
1 
5 
1 
1 
10 
2 
1 
8 
2 
1 
1 
I 
1 
12 
5 
15 
I 
2 
12 
2 
3 
2 
4 
2 
2 
2 
2 
2 
1 
$20,000 
FY 04 
Achieved 
1 
4 
0 
I 
6 
2 
0.25 
3 
2 
1 
1 
1 
1 
15 
10 
20 
0.25 
4 
4 
4 
4 
2 
4 
2 
0 
0 
2 
1 
0 
FY04 
vs Achieved Target 
100% 
80% 
0% 
100% 
60% 
100% 
25% 
38% 
100% 
100% 
100% 
100% 
100% 
125% 
200% 
133% 
25% 
200% 
33% 
200% 
133% 
100% 
0% 
200% 
100% 
0% 
0% 
100% 
100% 
0% 
FY05 
Target 
NA 
4 
1 
NA 
4 
2 
1 
2 
2 
0 
1 
NA 
NA 
6 
0 
12 
1 
1 
6 
0 
5 
2 
NA 
3 
2 
NA 
0 
2 
2 
$50,000 
FY05 
Achieved 
0 
4 
0 5 
4 
1 
0.5 
1 
1 
0 
1 
5 
0 
15 
0.5 
1 
4 
0 
4 
2 
3 
2 
0 
1 
1 
$187,645 
FY05 
Achieved 
vs 
Target 
100% 
50% 
100% 
50% 
50% 
50% 
50% 
100% 
83% 
125% 
50% 
100% 
67% 
80% 
100% 
100% 
100% 
50% 
50% 
375% 
FY06 
Target 
NA 
5 
1 
NA 
7 
2 
1 
2 
2 
NA 
NA 
10 
5 
6 
1 
5 
8 
2 
4 
2 
NA 
2 
2 
NA 
2 
2 
$75,000 
FY06 
Ach~eved 
5 
.8 
5 
0 
.75 
2 
2 
11 
11 
10 
5 
8 
75% 
0 
6 
1 
3 
2 
2 
2 
10 
2 
2 
FY06 
Achieved 
vs 
Target 
NA 
100% 
80% 
NA 
71 % 
0% 
75% 
100% 
100% 
100% 
100% 
NA 
NA 
100% 
100% 
133% 
75% 
0 
75% 
50% 
75% 
100% 
NA 
100% 
100% 
NA 
0% 
100% 
100% 
Appendix E 
Performance Indicator Narrative 
Indicator 
ICB Manager Hired 
Comments 
Corin Kaye has been hired as CPI's ICB 
Staff trained in program management 
manager, effective 12/06. 
3 key staff participated in Food Aid & USAID 
Rules and Regs trainings; 3 staff received 
management training through the American 
Commodity Tracking System in Place 
Database Specialist Hired 
Staff trained in commodity tracking 
Staff trained in supply chain management 
Management system implemented 
I - I market analysis for monetization in Liberia by / 
~anagement ~ssociation. 
The CTS is being beta-tested in Tajikistan and 
will be adapted to Senegal and Mauritania. 
CPI continues to work with its IT department 
and its software development team based in 
Kyrgyzstan. 
5 HQ staff received basic training in 
commodity tracking 
0: CPI was unable to implement this training in 
'06; it will be conducted in '07. 
This MIS system is targeted to be operational 
by April '07. CPI's Honduras based team is 
Staff trained in monetization 
deveioping the program. 
2 HQ staff received hands-on training in 
Food security profiles completed 
Food Security Assessments conducted 
I advice on program design and complementary 
a consultant. 
Food security profiles were completed for 
Mauritania and Ethiopia. 
CPI staff from Senegal conducted an 
assessment of food security conditions in 
southern Mauritania as part of their ongoing 
Food Security Advisory Committee engaged 
- - 
Locust Control program. 
CPI regularly taps this panel of experts on 
HIVIAIDS Specialist hired 
sources of funding. 
Dr. Sawadogo has served has CPI's senior 
Nutritionist hired 
Staff trained in food security 
technical advisor for HIVIAIDS since the 
inception of the ICB grant; however, Dr. 
Sawadogo recently accepted a field position 
with UNICEF in Congo. CPI will repost the 
position and rehire in FY07. 
Michael Manske is CPI's specialist in 
maternal-child health and nutrition. He is 
currently funded by a fellowship with the 
Congressional Hunger Center and does not 
charge to the ICB. 
HQ staff participated in several food security 
training events; and field staff participated in 
regional training events and received training 
from visiting HQ staff. At HQ, senior staff 
member Matt Bolton conducted a series of 
training events of food security-related topics. 
Staff trained in Forest GardensISustainable Ag 
Staff trained in HIVIAIDS and Nutrition 
MERS Developed 
Staff trained in Environmental Compliance 
Staff trained in MERS 
DAPs Approved 
Publications produced 
FACG meetings attended 
Steering Committee meetings attended 
M&E Working Group meetings attended 
Environmental Working Group meetings 
CPI finalized its field manual in Forest Gardens 
in FY06 and will publish in English and 
Spanish. CPI conducted field trainings in Viet 
Nam and Philippines but without ICB support. 
One HQ staff, the MCHN specialist, 
participated in a two-week CORE training 
workshop; the HQ HIViAIDS specialist trained 
staff in Senegal; Senegal field staff traveled to 
Zambia for nutritionJAIDS training. 
CPI has focused its energy on developing three 
principal modules for its MERS-baseline, 
mid-term, and final evaluation guidelines. The 
mid-term assessment guidelines have been 
finalized and will be applied to the Senegal 
mid-term. The baseline guidelines will be 
finalized in time for the Mauritania baseline. 
The systems for monitoring are being 
developed by the CPI-Honduras team. 
Originally CPI thought that a Reg 2 16 
workshop would be held in Senegal through its 
partner, Sun Mountain, but currently that is on 
hold. We are seeking clarification from the 
regional mission as when that workshop will be 
implemented, hopefully in FY07. 
CPI food security staff presented one formal 
workshop on M&E and key staff participate in 
the CPI-wide M&E working group; CPI staff 
also actively participate in FANTA working 
groups on M&E. 
CPI submitted two MYAPs last year; 
Mauritania (approved) and Guatemala (with 
World Vision - not approved). In total CPI has 
5 MYAPs or components of MYAPs. Three 
stand alone MYAPs - Senegal, Tajikistan, and 
Mauritania. And two components - Ghana 
(with OICI; MCHN component) and Honduras 
(with World Vision; M&E component). 
CPI continues to produce newspaper articles on 
topics related to food aid and present papers at 
professional conferences. 
CPI actively attends and participates in the 
biannual FACG meetings. 
This originally was intended for the now 
defunct FAM. CPI participates in the new 
working group on hunger and malnutrition. 
CPI participates in all FANTA-led working 
groups on M&E. CPI's HIVIAIDS advisor 
contributed significantly to FANTAYs new 
guide on HIVIAIDS. 
CPI's Agricultural Specials regularly 
attended 
LCB Working Group meetings attended 
Op-Ed articles published 
Public speaking engagements 
Background publications produced 
Cost Share 
participates in the EWG and CPI is a major 
mover in the updating of the Beyond 
Compliance manual. 
Not applicable since FAM is not longer 
functional. However, CPI is documenting its 
lessons learned in Senegal on local capacity 
building which will be shared with the larger 
food security community in some format. 
CPI is working with internet radio to develop a 
series of development-related programs, 
including the role of food aid. 
From the inception of the ICB, CPI has found 
numerous opportunities to get public 
presentations about food aid and its role in US￾sponsored development. 
CPI has developed a series of background 
papers to guide its food security programming; 
these include: HIVIAIDS, sustainable 
agriculture; food aid and food security.