The purpose of this study was to conduct a process and product evaluation of the USAID/Philippines Development Training Project, a $2.5 M program for employees, entrepreneurs and owners of small-to-medium sized non-farm business enterprises. Stufflebeams' Content, Input, Process and Product (CIPP) evaluation model was employed as the framework of the study. Sampling was two-tiered, with managerial and technical courses randomly sampled, and with at least 25% of the participants per course interviewed. Instruments used to gather data included questionnaires, interview schedules, rating scales, and profile sheets.
Results:
A profile of the participants was given, with particular attention given to gender percentage of trainees, educational attainment, sectors of industry participating, size of work force, and assets.
An evaluation of the training programs was obtained in terms of the methods used in training, quality of facilitators, training objectives, needs of the trainees, and support received by the trainees in terms of training applications.
The perception of supervisors of the trainees regarding the cost-sharing scheme was obtained.
Project implementers and participants were asked about the strengths and weaknesses of the project, paying particular attention to the scope and coverage, design, management, implementation, training courses/strategies, training institution/facilitator, the cost sharing scheme, difficulties encountered in project implementation, and impact of the project.
Recommendations:
The project should be continued
It should be monitored closely in terms of developing guidelines for operations, screening field implementers, conducting formative evaluation, and establishing feedback mechanisms from field to contracting agency to funding agency.
A thorough training needs analysis should be conducted, and an appropriate comprehensive program should be designed.
Means to ensure project sustainability after donor pull-out should be identified.
A data base on training needs of the country, resources available to meet needs, and long-term courses of action to ensure continuation of human resource development in the countryside should be established.
