Abstract
Final evaluation of a matching grant (10/97-9/00) to Heifer Project International (HPI) to strengthen HPI's capacity to deliver basic services to partner organizations and communities by implementing and institutionalizing the Cornerstone Model -- a values-based planning and management approach and set of tools. As in the previous matching grants, there is significant evidence of organizational improvement and strengthening at HPI headquarters both in the three participating country offices (Bolivia, Zimbabwe, Indonesia) and throughout the respective regions. The report focuses on the Bolivia and Indonesia programs; the Zimbabwe program was not evaluated due to general insecurity in the country at the time of the evaluation. The Bolivia and Indonesia programs present greatly contrasted pictures of country offices and programs. Heifer- Bolivia has more than 40 years experience and a seasoned national staff, while Heifer-Indonesia was largely started from "scratch" with new staff -- expatriate consultants and nationals. Both country offices developed different strategic plans and have had different results. HPI made a major commitment in matching dollars and staff resources to the grant, which increased HPI's ability to strengthen its mission and clarify its organizational role. The Cornerstone Model continues to support HPI's efforts to promote holistic development through the implementation of livestock projects. Gender and impact are more fully institutionalized as key program initiatives, but require further attention and reinforcement. Training continues to be a strength of the organization, although questions remain about the transfer of skills and the impact of training. Partnerships and capacity-building are as problematic as ever because of the difficult nature of the work, and HPI can help country offices establish criteria and strategies for phasing out projects. Oversight and accountability at all levels will become more important to the success of the organization as decentralization accelerates in the coming years. In sum, the Cornerstone Model has proven its value to the organization. It must continue to be examined and improved upon to take into account the evolving nature of rural development throughout the world. (Author abstract, modified)