ADS Chapter 201 - Program Cycle Operational Policy

1 ADS Chapter 201 Program Cycle Operational PolicyPartial Revision Date: 09/21/2021 Responsible Office: PPLFile Name:201_092121 09/21/2021 Partial Revision Text highlighted in yellow indicates that the material is new or substantively revised. ADS Chapter 201 2 Functional Series 200 Programming Policy ADS 201 Program Cycle Operational Policy POC for ADS 201: Ilirjana Tahmazi, Table of Contents OVERVIEW 5 PRIMARY RESPONSIBILITIES 5 Policy DIRECTIVES AND REQUIRED PROCEDURES 10 The Program Cycle 11 Relationship to Development Policy 11 Program Cycle Principles 11 Program Cycle Components 13 Program Cycle Management and Implementation 18 Waivers and Exemptions 18 Contingency Operations 18 Key Considerations for Programming in Politically Sensitive Countries 18 Legal Requirements on the Use of Funds 19 Strategic Planning and Implementation 20 Functions of the Country Development Cooperation Strategy (CDCS)

2 21 Mission and Washington OU Roles in CDCS Development 22 Applicability of CDCS Guidance 24 CDCS Exemptions 25 CDCS Waivers 27 CDCS Alignment with Agency and Inter-Agency Strategies/Policies 27 CDCS Alignment with Projects and Activities 29 Self-Reliance in the CDCS 30 Preparation for the CDCS Process 33 Overview of the CDCS Process 34 Overview of CDCS Content 35 CDCS Results Framework and Associated Development Hypotheses 37 Overview of CDCS Implementation 41 Identifying the Portfolio of Projects and/or Standalone Activities 43 Performance Management Plan (PMP) 46 Monitoring During CDCS Implementation 49 Evaluation During CDCS Implementation 49 Collaborating, Learning, and Adapting During CDCS Implementation 50 Obligations through Development Objective Agreements (DOAGs) 52 Expiration and Extension of a CDCS 54 09/21/2021 Partial Revision Text highlighted in yellow indicates that the material is new or substantively revised.

3 ADS Chapter 201 3 Amending and Updating a CDCS 55 CDCS Closeout 55 Project Design and Implementation 55 Activity Design and Implementation 56 Roles in Activity Design and Implementation 57 Applicability Activity Design and Implementation Guidance 60 Incorporating Self-Reliance into Project and/or Activity Design 61 Mission Concurrence for Washington/Regional Mission-Funded 63 Activities 63 Phase One: Activity Design Planning 63 Phase Two: Activity Design Process for Acquisition and Assistance 68 (A&A) Activities 68 Phase Two: Activity Design Considerations for Non-A&A 72 Activities 72 Activity Implementation 74 Delegations of Authority and Other Roles in Activity Implementation 75 Monitoring, Evaluation, and CLA During Activity Design and Implementation 77 Resource Management During Activity Implementation 82 Activity Modifications 86 Activity Closeout 86 Program Monitoring 87 Applicability of Monitoring Guidance 87 Monitoring Principles 88 Mission and Washington Operating Unit Roles in Monitoring 89 Types of Program Monitoring 90 Ensuring Monitoring and Reporting are Designed for Use 91 Monitoring Indicators 91 Ensuring the Quality of Performance Monitoring Data 96 Evaluation 98 Applicability of Evaluation Guidance 98 Evaluation Principles and Standards 99 Missions and Washington Operating Unit Roles in Evaluation 100 Types of USAID Evaluations 101 Evaluation Requirements 104 Evaluation Independence 105 Planning Evaluations 106 Evaluation Implementation 108 Evaluation Reports 109 Use of Evaluations 110 09/21/2021 Partial Revision Text highlighted in yellow indicates that the material is

4 New or substantively revised. ADS Chapter 201 4 Collaborating, Learning, and Adapting (CLA) 112 Applicability of CLA Guidance 113 CLA Principles 113 Mission Roles in CLA 114 Planning for CLA 114 Using CLA Approaches 114 Accessibility of Program Cycle Documentation 116 MANDATORY REFERENCES 116 External Mandatory References 116 Internal Mandatory References 118 ADDITIONAL HELP 121 DEFINITIONS 123 09/21/2021 Partial Revision Text highlighted in yellow indicates that the material is new or substantively revised. ADS Chapter 201 5 OVERVIEW Effective Date: 10/28/2020 The Program Cycle is USAID s Operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance foreign Policy . It encompasses guidance and procedures for: 1) Making strategic decisions at the regional or country level about programmatic areas of focus and associated resources; 2) Designing supportive projects and/or activities to implement these strategic plans; and 3) Learning from performance monitoring, evaluations, and other relevant sources of information to make course corrections as needed and inform future programming.

5 Program Cycle implementation also facilitates USAID s compliance with many requirements of the Government Performance and Results Modernization Act of 2010 (GPRAMA), the Foreign Aid Transparency and Accountability Act of 2016 (FATAA), and the Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act). RESPONSIBILITIES Effective Date: 09/21/2021a. The Administrator (A/AID) formulates and executes foreign assistance policies and programs subject to the foreign Policy guidance of the President, the Secretary of State, and the National Security Council. Under the direct authority and foreign Policy guidance of the Secretary of State, A/AID serves as a principal advisor to the President and Secretary of State regarding international development and humanitarian assistance matters. The A/AID administers appropriations made available under the Foreign Assistance Act (FAA) of 1961, as amended, and supervises and directs overall Agency activities in the United States and abroad.

6 B. The Bureau for Foreign Assistance, Department of State (State/F) leads the coordination of foreign assistance. It advances national security and development objectives by strategically managing State and USAID foreign assistance resources; leading and coordinating Policy , planning, and performance management efforts; promoting evidence-informed decision-making; and directing State and USAID foreign assistance resources. c. Operating Units (OUs) implement foreign assistance programs with funding from relevant foreign assistance accounts. OUs include USAID Missions and 09/21/2021 Partial Revision Text highlighted in yellow indicates that the material is new or substantively revised. ADS Chapter 201 6 USAID/Washington (USAID/W) Bureaus and Independent Offices (B/IOs) that expend Program funds to implement activities to achieve foreign development objectives. d. Bilateral Missions serve as the focal point for USAID s Program Cycle in the countries in which they operate.

7 In collaboration with USAID Regional and Pillar Bureaus and the Department of State, USAID Missions are responsible for the design and management of development programs. This includes monitoring programs and financial performance and routinely reporting on results. Mission Program Offices play a leadership role in Program Cycle implementation under the direction of the Mission Director. This includes facilitating cross-team collaboration to ensure that multiple perspectives are brought to the planning and design process, and that all relevant actors in the Mission fulfill their implementation, management, and reporting responsibilities. Mission Technical Offices provide technical leadership in Program Cycle implementation under the direction of the Mission Director. e. Regional Missions/Regional Platforms manage regional programs and, in some instances, provide USAID Missions with administrative support services such as legal, financial management, executive management, and procurement as well as limited, specialized technical assistance and/or Program assistance when client Missions have limited full-time equivalent staff capacity.

8 F. The Bureau for Policy , Planning and Learning (PPL) is responsible for ADS Chapters 200 and 201 and, as needed, provides interpretation of the language in these chapters in collaboration with the Office of the General Counsel. g. The Bureau for Policy , Planning and Learning, Office of the Assistant to the Administrator (PPL/AtA) provides internal and external leadership on USAID s development Mission by shaping Agency and United States Government (USG) development Policy and promoting good practice. h. The Bureau for Policy , Planning and Learning, Office of Policy (PPL/P): Leads the Agency in a collaborative process of articulating development Policy and producing Policy documents per ADS 200, Development Policy to guide programming decisions; Informs external audiences about Agency direction; Inserts development perspectives into foreign and national security Policy formulation; and 09/21/2021 Partial Revision Text highlighted in yellow indicates that the material is new or substantively revised.

9 ADS Chapter 201 7 Represents USAID within the development community. i. The Bureau for Policy , Planning and Learning, Office of Strategic and Program Planning (PPL/SPP) establishes and oversees the implementation of Program Cycle policies and procedures for USAID Missions and, as relevant, Washington OUs, for designing, implementing, assessing, and adjusting country strategies, projects, and activities based on the best available information to achieve and sustain results. SPP builds Agency capacity in strategic planning, and project and activity design and implementation, through the provision of targeted trainings, tools, technical assistance, and the facilitation of peer-to-peer learning, all in coordination with the Office of Human Capital and Talent Management and other Agency stakeholders. j. The Bureau for Policy , Planning and Learning, Office of Learning, Evaluation, and Research (PPL/LER) catalyzes USAID's transformation into an effective learning organization by strengthening the integration of monitoring; evaluation; and Collaborating, Learning, and Adapting (CLA) throughout the Program Cycle .

10 LER supports the implementation of relevant legislation and Agency policies, and builds the Agency s capacity in monitoring, evaluation, and CLA by providing training and technical assistance, developing Policy and guidance, and leading communities of practice around established and emerging approaches. USAID s Agency Evaluation Officer and Agency Knowledge Management and Organizational Learning Officer are both located in LER. The Office provides a focal point for partnership on these topics, including with implementing partners, domestic and international agencies and donors, non-governmental organizations, foundations, academic institutions, multilateral organizations, and local governments or organizations in the countries where USAID works. PPL/LER supports implementation of FATAA and Title 1 of the Evidence Act. This includes, among other actions, ensuring that Agency policies reflect the legislative requirements for monitoring, evaluation, and learning and coordinating Agency-wide Learning Agendas and the Agency Evaluation Plan.