ADS Chapter 201 - Operational Policy For The Program Cycle
ADS Chapter 201Operational Policy for the Program CyclePartial Revision Date: 01/22/2021Responsible Office: PPLFile Name: 201 012221
01/22/2021 Partial RevisionFunctional Series 200 – Programming PolicyADS 201 – Operational Policy for the Program CyclePOC for ADS 201: Carissa Page, cpage@usaid.govTable of Contents201.1OVERVIEW . 5201.2PRIMARY RESPONSIBILITIES . 5201.3POLICY DIRECTIVES AND REQUIRED PROCEDURES . .1.5201.3.1.6201.3.1.7201.3.1.8The Program CycleRelationship to Development PolicyPrinciples of the Program CycleComponents of the Program CycleManagement and Implementation of the Program CycleWaivers and ExemptionsContingency OperationsKey Considerations for Programming in Politically Sensitive CountriesLegal Requirements on the Use of Funds201.3.2201.3.2.1201.3.2.2Strategic Planning and Implementation20Functions of the Country Development Cooperation Strategy21The Role of Missions and Washington OUs in Developing CountryDevelopment Cooperation Strategies22Applicability of Guidance for Country Development Cooperation Strategies25Exemptions to the Requirement to Create Country DevelopmentCooperation Strategies26Waivers from the Requirement to Create Country DevelopmentCooperation Strategies28Alignment of Country Development Cooperation Strategies with Agencyand Inter-Agency Strategies/Policies28Alignment of Country Development Cooperation Strategies with Projectsand Activities30Self-Reliance in Country Development Cooperation Strategies31Preparation for the Process of Creating a Country DevelopmentCooperation Strategy35Overview of the Process for Creating a Country Development CooperationStrategy35Overview of the Content of a Country Development Cooperation 31818181919Text highlighted in yellow indicates that the material is new or substantively revised.ADS Chapter 2012
01/22/2021 Partial e Results Framework and Associated Development Hypotheses39Overview of Implementing a Country Development Cooperation Strategy43Identifying the Portfolio of Projects and/or Standalone Activities45Performance-Management Plan (PMP)48Monitoring During the Implementation of Country DevelopmentCooperation Strategies51Evaluation During the Implementation of Country DevelopmentCooperation Strategies51Collaborating, Learning, and Adaptive Management DuringImplementation of Country Development Cooperation Strategies52Obligation by Development Objective Agreements54Expiration and Extension of a Country Development Cooperation Strategy56Amending and Updating a Country Development Cooperation Strategy 57Closing out a Country Development Cooperation Strategy58201.3.3Design and Implementation of 11201.3.4.12201.3.4.13Design and Implementation of Activities58Roles in the Design and Implementation of Activities60Applicability of Guidance on the Design and Implementation of Activities 62Incorporating Self-Reliance into the Design of Projects and/or63Activities63Mission Concurrence for Washington/ Regional Mission-Funded66Activities66Phase One: Activity-Design Planning66Phase Two: Activity-Design Process for Acquisition and Assistance71(A&A) Mechanisms71Phase Two: Activity-Design Considerations for Non-A&A74Mechanisms74Implementation of Activities77Delegations of Authority and Other Roles in the Implementation ofActivities77Monitoring, Evaluation, and CLA During the Design and79Implementation of Activities79Resource-Management During the Implementation of Activities86Modifications to Activities89Close-Out of 3.5.4MonitoringApplicability of Guidance for MonitoringPrinciples of MonitoringThe Roles of Missions and Washington Operating Units in MonitoringTypes of Program 919293Text highlighted in yellow indicates that the material is new or substantively revised.ADS Chapter 2013
01/22/2021 Partial Revision201.3.5.5201.3.5.6201.3.5.7Ensuring Monitoring and Reporting are Designed for UseMonitoring IndicatorsEnsuring the Quality of Performance-Monitoring 1.3.6.10EvaluationApplicability of Guidance for EvaluationPrinciples and Standards of EvaluationThe Roles of Missions and Washington Operating Units in EvaluationTypes of USAID EvaluationsEvaluation RequirementsEvaluation IndependencePlanning EvaluationsEvaluation ImplementationEvaluation ReportsUse of aborating, Learning, and AdaptingApplicability of Guidance for Collaborating, Learning, and AdaptingPrinciples for Collaborating, Learning, and AdaptingThe Roles of Missions in Collaborating, Learning, and AdaptingPlanning for Collaborating, Learning, and AdaptingUsing Approaches to Collaborating, Learning, and Adapting115116117118118118201.3.8Accessibility of Documentation for the Program Cycle119201.4MANDATORY REFERENCES . 120201.4.1External Mandatory References120201.4.2Internal Mandatory References122201.5ADDITIONAL HELP . 125201.6DEFINITIONS . 127Text highlighted in yellow indicates that the material is new or substantively revised.ADS Chapter 2014
01/22/2021 Partial Revision201.1OVERVIEWEffective Date: 10/28/2020The Program Cycle is USAID’s operational model for planning, delivering, assessing,and adapting development programming in a given region or country to advance U.S.foreign policy. It encompasses guidance and procedures for:1) Making strategic decisions at the regional or country level about programmaticareas of focus and associated resources;2) Designing projects and supportive activities to implement strategic plans; and3) Learning from performance monitoring, evaluations, and other relevant sourcesof information to make course corrections as needed and inform futureprogramming.Program Cycle implementation also facilitates USAID’s compliance with manyrequirements of the Government Performance and Results Modernization Act of 2010(GPRAMA), the Foreign Aid Transparency and Accountability Act of 2016 (FATAA), andthe Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act).201.2PRIMARY RESPONSIBILITIESEffective Date: 01/22/2021a.The Administrator (A/AID) formulates and executes U.S. foreign assistancepolicies and programs subject to the foreign policy guidance of the President, theSecretary of State, and the National Security Council. Under the direct authority andforeign policy guidance of the Secretary of State, A/AID serves as a principal advisor tothe President and Secretary of State regarding international development andhumanitarian assistance matters. He/she administers appropriations made availableunder the Foreign Assistance Act (FAA) of 1961, as amended, and supervises anddirects overall Agency activities in the United States and abroad.b.The Bureau for Foreign Assistance, Department of State (State/F) serves asthe U.S. Government’s foreign assistance coordination hub, leading the coordination ofU.S. foreign assistance. It advances U.S. national security and development objectivesby strategically managing State and USAID foreign assistance resources; leadingcoordinating policy, planning, and performance management efforts; promotingevidence-informed decision-making; and directing State and USAID foreign assistanceresources.c.Operating Units (OUs) implement foreign assistance programs with fundingfrom relevant foreign assistance accounts. OUs include USAID Missions andUSAID/Washington (USAID/W) Bureaus and Independent Offices (B/IOs) that expendprogram funds to implement activities to achieve foreign development objectives.Text highlighted in yellow indicates that the material is new or substantively revised.ADS Chapter 2015
01/22/2021 Partial Revisiond.Bilateral Country Missions serve as the focal point for USAID programming inthe countries where they operate. In collaboration with USAID Regional and PillarBureaus and the Department of State, USAID Missions are responsible for the designand management of development programs. This includes monitoring program andfinancial performance and routinely reporting on results. Mission Program Offices play a leadership role in Program Cycle implementationunder the direction of the Mission Director. This includes facilitating cross-teamcollaboration to ensure that multiple perspectives are brought to the planning anddesign process, and that all relevant actors fulfill their implementation,management, and reporting responsibilities. Mission Technical Offices provide technical leadership in Program Cycleimplementation under the direction of the Mission Director.e.Regional Missions/Regional Platforms manage regional programs and, insome instances, provide USAID Missions with administrative support services—such aslegal, financial management, executive management, and procurement—as well aslimited, specialized technical assistance and/or program assistance when clientMissions have limited full-time equivalent staff capacity.f.The Bureau for Policy, Planning and Learning (PPL) is responsible for ADSChapters 200 and 201 and, as needed, provides interpretation of the language in thesechapters in collaboration with the Office of the General Counsel.g.The Bureau for Policy, Planning and Learning, Office of the Assistant to theAdministrator (PPL/AtA) provides internal and external leadership on USAID’sdevelopment 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 policy and producingpolicy documents in order to guide programming decisions; Informs external audiences about Agency direction; Inserts development perspectives in foreign and national security policyformulation; and Represents USAID within the development community.Text highlighted in yellow indicates that the material is new or substantively revised.ADS Chapter 2016
01/22/2021 Partial Revisioni.The Bureau for Policy, Planning and Learning, Office of Strategic andProgram Planning (PPL/SPP) establishes and oversees the implementation of policiesand procedures for USAID Missions and, as relevant, Washington OUs, to design,implement, assess, and adjust country strategies, projects, and activities based on thebest available information to achieve and sustain results. SPP builds Agency capacityin strategic planning, project and activity design, and implementation through theprovision of targeted training, tools, and technical assistance and the facilitation of peerto-peer learning, in coordination with the Office of Human Capital and TalentManagement 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 aneffective learning organization by strengthening the integration of monitoring;evaluation; and Collaborating, Learning, and Adapting (CLA) throughout the ProgramCycle. LER supports the implementation of relevant legislation and Agency policies andbuilds the Agency’s capacity in monitoring, evaluation, and CLA by providing trainingand technical assistance, developing policy and guidance, and leading communities ofpractice around established and emerging approaches. USAID’s Agency EvaluationOfficer and Agency Knowledge-Management and Organizational Learning Officer areboth 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, multilateralorganizations, and local governments or organizations in the countries where USAIDworks. PPL/LER supports implementation of the FATAA and Title 1 of the EvidenceAct. This includes, among other actions, ensuring Agency policies reflect the legislativerequirements for monitoring, evaluation, and learning and coordinating Agency-wideLearning Agendas and the Agency Evaluation Plan.k.The Bureau for Policy, Planning, and Learning, Office of DonorEngagement (PPL/DE) leads the Agency efforts in mobilizing collective action thatpromotes U.S. Government (USG) foreign assistance priorities in the internationalarena. PPL/DE advocates and builds key relationships by strategically engaging inmajor multilateral, bilateral, and international fora.l.Regional Bureaus serve as the main link between Washington OUs and thefield. They are the primary point of contact with the State/F, other USG agencies,international donors, and multilateral organizations regarding foreign assistance policy,budget, and programmatic issues pertaining to the region. Regional Bureaus areresponsible for influencing/providing input on foreign assistance policy and budgetdecisions based on regional and country expertise and analyses. They work in tandemwith State/F, the relevant State Regional Bureau, the Office of Budget and ResourceManagement, and USAID Missions to build, justify, and implement foreign assistancebudgets. As part of this process, Regional Bureaus articulate foreign assistanceprogrammatic and funding priorities for countries and cross-border programs in theregion and represent USAID Missions’ perspectives on budget priorities. RegionalText highlighted in yellow indicates that the material is new or substantively revised.ADS Chapter 2017
01/22/2021 Partial RevisionBureaus provide technical guidance and support for their respective field Missions instrategic planning, the design of projects and activities, monitoring, evaluation, andCLA. This includes engaging with PPL and Pillar Bureaus to ensure consistentapplication of the Program Cycle and to coordinate the provision of technicalassistance. Regional Bureaus may also manage central mechanisms to supportProgram Cycle implementation.m.Pillar or Technical Bureaus provide technical leadership for the Agency. Theydisseminate knowledge on recent advances and innovations in their respectivetechnical fields to help the Agency make evidence-based and strategic choices; thisincludes maintaining strategic relationships with public and private actors in their areasof technical expertise. Pillar Bureaus play an important role in promoting newapproaches, adaptations, and country-specific approaches based on learning fromresearch and implementation experience. Pillar Bureaus provide technical guidanceand support for strategic planning, project and activity design; and monitoring,evaluation, and CLA. This encompasses the provision of field support for research,data collection for routine assessments, and monitoring. Pillar Bureaus also managecentral mechanisms that support the design, implementation, and evaluation of fieldprojects and activities, as well as mechanisms that support the implementation of sectorstrategies and the achievement of sector goals.n.The Bureau for Management (M) provides centralized management supportservices for the Agency and ensures that core systems related to operational expensebudgets, financial accounting and management, acquisition and assistance (A&A), andinformation management are adequately integrated and support programmingprocesses. The Assistant Administrator of the M Bureau represents the Agency beforethe Office of Management and Budget (OMB), other Federal agencies, Congress, andthe public on matters pertaining to program and management operations.o.USAID’s Chief Financial Officer (CFO) and the Bureau for Management,Office of the Chief Financial Officer (M/CFO) oversees financial managementactivities relating to programs and operations; ensures the compilation of financial datato enable effective performance measurement and management decision-making; andprovides leadership and direction in financial management and plays specific roles inthe analysis, planning, and design of government-to-government (G2G) programs (seeADS 220, Use and Strengthening of Reliable Partner Government Systems forImplementation of Direct Assistance).p.USAID’s Chief Information Officer (CIO) and the Bureau for Management,Office of the Chief Information Officer (M/CIO) offers advice on strategies to leverageinformation technology for use in development programming. M/CIO provides oversightand approves all information technology investments within Agency operations. Formore information, see ADS 509, Management and Oversight of Agency InformationTechnology Resources. For roles and responsibilities related to data managementand USAID’s open data policy, see ADS 579, USAID Development Data.Text highlighted in yellow indicates that the material is new or substantively revised.ADS Chapter 2018
01/22/2021 Partial Revisionq.The Bureau for Management, Office of Management Policy, Budget andPerformance (M/MPBP) serves as the central unit for the planning and implementationof the Agency’s Operating Expense (OE) budget; the formulation of management policy;the monitoring and evaluation of management performance, compliance and oversightto implement the USAID suspension and debarment program; and administrativesupport services.r.The Bureau for Management, Office of Management Services, OverseasManagement Division (M/MS/OMD) supports the management functions that underpinUSAID’s field offices and are generally managed by Backstop 03, Executive Officers.s.The Bureau for Management, Office of Acquisition and Assistance (M/OAA)provides primary leadership in communicating and advising how the Agency canleverage its broad range of acquisition and assistance (A&A) instruments to achieveProgram Cycle outcomes. M/OAA also develops, issues, and maintains the Agency’sA&A regulations, policies, procedures, and standards, in accordance with statutory andFederal regulations and Agency delegations and requirements and administers theAgency’s A&A Plan.t.The Office of Budget and Resource Management (BRM) serves as USAID'scentral, corporate-level budget office. BRM guides the Agency's allocation of programfunds in accordance with Agency-wide, sector specific, and/or Mission strategic planpriorities and facilitates the timely allotment and programming of program funds forimplementation. BRM leads Agency-wide resource planning and program budgetprocesses, including the development of Country Development Cooperation Strategies(CDCSs), Regional Development Cooperation Strategies (RDCSs), the ForeignAssistance Operational Plans (OPs), Bureau and Mission Resource Requests(BRR/MRRs), the preparation of the annual funding report required under Section653(a) of the Foreign Assistance Act of 1961 (FAA), as amended, and other criticalsteps in the budget process.u.The Office of the General Counsel (GC) and Resident Legal Officers (RLOs)provide legal counsel and advice on a broad range of matters related to project planningand implementation, including those relating to statutory requirements, source andnationality and other types of waivers, and use of partner country systems. GC andRLOs: Guide planning and design teams to ensure compliance with relevant policiesand statutes; Guide the process of negotiating accords with other development actors; andText highlighted in yellow indicates that the material is new or sub
ADS Chapter 201 4 201.3.5.5 Ensuring Monitoring and Reporting are Designed for Use 94 . 201.3.5.6 Monitoring Indicators 94 201.3.5.7 Ensuring the Quality of Performance-Monitoring Data 99 . financial performance and routinely reporting on results. Mission Program Offices play a leadership role in Program Cycle implementation
Part One: Heir of Ash Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Chapter 17 Chapter 18 Chapter 19 Chapter 20 Chapter 21 Chapter 22 Chapter 23 Chapter 24 Chapter 25 Chapter 26 Chapter 27 Chapter 28 Chapter 29 Chapter 30 .
TO KILL A MOCKINGBIRD. Contents Dedication Epigraph Part One Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 Part Two Chapter 12 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Chapter 17 Chapter 18. Chapter 19 Chapter 20 Chapter 21 Chapter 22 Chapter 23 Chapter 24 Chapter 25 Chapter 26
DEDICATION PART ONE Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 PART TWO Chapter 12 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Chapter 17 Chapter 18 Chapter 19 Chapter 20 Chapter 21 Chapter 22 Chapter 23 .
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world, especially when combined with global data from the OpenSky Network. III. DATA COLLECTION AND PROCESSING A. Data Collection 1) ADS-B operational status from January 2017: Since 2017 OpenSky started to collect full ADS-B operational status messages (type code 31). Hence, we can use the data to perform ADS-B version analysis. In this study .
ADS (Automation Device Specification) Maintenance Visualisation ADS via web services ADS over EtherCAT ADS over RT-Ethernet ADS over TCP/IP Fieldbus access Device control Display of processes vertical, horizontal data exchange and/or commands open protocol with example code access from PLC via function blocks routable via: local/network
6. ADS-B description 6.1 ADS- B System ADS-B is a surveillance technology incorporating both air and ground aspects. Compared to the current secondary surveillance radar system, ADS-B provides air traffic control (ATC) with a more accurate and frequent picture of the aircraft's position.
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