measuring impact ii fy20 work plan - united states agency

MI2 FY20 WORK PLAN of 28

MEASURING IMPACT II

FY20 WORK PLAN

December 20, 2019

This publication was produced for review by the United States Agency for International Development. It was

prepared by Environmental Incentives, LLC, Foundations of Success, and ICF International.

DISCLAIMER

The authors’ views expressed in this publication do not necessarily reflect the views of the United States

Agency for International Development or the United States Government.

MEASURING IMPACT II

A. CONTRACT INFORMATION

This program is made possible by the generous support of the American people through the United

States Agency for International Development (USAID) under the terms of its requisition number REQ-

EGEE-18-000127 (Measuring Impact II) implemented by prime recipient Environmental Incentives, LLC

(EI) with partners Foundations of Success (FOS), and ICF Macro, Inc. Measuring Impact II has been issued

under contract number 7200AA18M00013 and supports the same program objectives as described in

RFQ number 7200AA18Q00020. Measuring Impact II is funded and managed by the USAID Office of

Forestry and Biodiversity/Bureau for Economic Growth, Education and Environment.

B. PREPARED BY

Measuring Impact II Team: Environmental Incentives, Foundations of Success and ICF Macro, Inc.

C. SUBMITTED BY

Elizabeth Lauck

Environmental Incentives, LLC

D. SUBMITTED TO

Sara Carlson, Contracting Officer’s Representative (COR)

Bureau for Economic Growth, Education, and Environment (E3) / Office of Forestry and Biodiversity (FAB)

United States Agency for International Development

E. FOR MORE INFORMATION

Environmental Incentives, LLC

725 15th Street NW, Floor 10

Washington, D.C. 20005

Tel: 202.525.2450

Email: [email protected]

Web site: www.enviroincentives.com

F. DISCLAIMER

The authors’ views expressed in this publication do not necessarily reflect the views of the United States

Agency for International Development or the United States Government.

http://www.enviroincentives.com/


TABLE OF CONTENTS

INTRODUCTION & CONTEXT FOR MI2 ......................................................................................................... 5

THEORY OF CHANGE FOR MI2 .......................................................................................................................... 5

PROGRAM FOCAL AREAS & WORKSTREAMS ................................................................................................ 9

DIRECT FIELD SUPPORT ............................................................................................................................................................... 9

CROSS-MISSION LEARNING ...................................................................................................................................................... 12

EVIDENCE USE AND GENERATION ....................................................................................................................................... 17

BUSINESS PROCESSES AND INTEGRATION ....................................................................................................................... 19

CAPACITY DEVELOPMENT & ADULT LEARNING ............................................................................................................ 22

MI2 LEARNING, INNOVATION, AND KNOWLEDGE MANAGEMENT .................................................. 25

MI2 PROJECT-WIDE MANAGEMENT ............................................................................................................... 26

ANNEX A. WORKPLAN MATRIX AND BUDGET ........................................................................................ 28

ACRONYMS AND ABBREVIATIONS

ADS Automated Directives System

BRIDGE Biodiversity Results and Integrated Development Gains Enhanced

CE Conservation Enterprise(s)

CKM Communications and Knowledge Management

CLA Collaborating, Learning and Adapting

CLG Cross-mission Learning Group

COI Conflict of Interest

COP Chief of Party

COR Contracting Officer's Representative

CWC Combating Wildlife Crime

CWT Combating Wildlife Trafficking

DCOP Deputy Chief of Party

DFID UK’s Department for International Development

E3 Bureau for Economic Growth, Education, and the Environment

EAR East Africa Regional

EI Environmental Incentives

EiA Evidence in Action

EO Environment Officer

FAB Forestry and Biodiversity Office

FOS Foundations of Success

FY Fiscal Year

GDA Global Development Alliance

GLAM Global Learning for Adaptive Management

iMEL Integrated Monitoring, Evaluation and Learning

KSA Knowledge, Skills, Abilities

LAC Latin American and Caribbean

LOE Level of Effort

LOP Life of Project

M&E Monitoring and Evaluation

MEL Monitoring, Evaluation and Learning

MI Measuring Impact

MI2 Measuring Impact II

OAA Office of Acquisition and Assistance

OU Operating Unit

PEA Political Economy Analysis

PPL Bureau for Policy, Planning, and Learning

QA/QC Quality Assurance / Quality Control

RDMA Regional Development Mission for Asia

SA Strategic Approach

SAR South America Region

SBU Sensitive-but-Unclassified

SEEK Sharing Environment and Energy Knowledge

SOW Scope of Work

TA Technical Assistance

TDY Temporary Duty

TWP Thinking and Working Politically

USAID United States Agency for International Development

USG United States Government


INTRODUCTION

USAID’s Biodiversity Policy seeks to make the Agency’s investments in conservation and integrated programs more

effective, with a recognition that conservation is an essential component of good development. Conservation and

stewardship of a country’s biodiversity and natural resources underpin its sustainable development, resilience, and

self-reliance. An important component of a country’s self-reliance is both the capacity and the commitment to

sustainably manage its natural resources, including water, land, forests, and wildlife. USAID’s investments in forestry

and biodiversity contribute to the nation’s broader foreign policy and security objectives in countries around the

world.

This document is the work plan for the second year of implementing MI2 (FY20). Highlights of the first year of

implementing MI2 include:

● a tripling of the rate of TA delivery and engagement with five missions new to MI support, inclusive of

Colombia, Caribbean Development Program, Mexico, Paraguay, and Papua New Guinea

● finalization of seven mission buy-ins, representing an important institutional commitment in taking best

practices in biodiversity programming to scale

● mature functioning of two FAB cross-mission learning groups and scoping for two LAC cross-mission

learning groups

● signals that FAB’s leadership in promoting an evidence-based approach to conservation is recognized in

the wider conservation community (via the International Congress on Conservation Biology (July 2019)

and within USAID (via uptake of Evidence in Action and associated materials in the work of other offices

and sectors) and

● significant progress in developing collaborative working relationships around adaptive management-

friendly procurement and with evidence leaders in USAID.

The first year of implementing MI2 offered many lessons as well. The implementing team and FAB adjusted to a new

contractual mechanism, an accelerated rate of TA delivery which left little time for learning and innovation, and new

needs of missions around integrated funding and responding to new Agency-level policy priorities. These lessons

were documented during the MI2 annual pause and reflect (September 2019) and action items from that exercise

are incorporated into this work plan. Specifically, we have (1) allocated time and resources to cross-team learning;

(2) focused additional attention and resources on advancing the application of Evidence in Action, on taking an

intentional approach to capacity development, and on making the most effective use of adult learning approaches as

we build capacity and engage USAID staff; (3) right-sized the number, frequency, and purpose of cross-team meetings

to better reflect the technical and management needs of the client and implementing teams; (4) identified more

explicit ways to support integration with other sectors; and (5) established processes, timelines, and tools to support

buy-in planning and management.

THEORY OF CHANGE FOR MI2

Building on the solid foundation of progress under MI, MI2 seeks to help USAID design and implement better

biodiversity and integrated programs that conserve global biodiversity and contribute to human well-being. The MI2

context analysis confirmed that three strategic approaches are needed to address the development challenge at hand:

● Improve adaptive management within the Agency's business processes and policies while strengthening

the enabling conditions for USAID staff and implementing partners to improve decision-making

● Build the capacity and motivation of key stakeholders to adopt best practices in biodiversity programming

by providing the right knowledge, tools & guidance to technical, program and sector partners

● Enhance the effectiveness of biodiversity programming by promoting the use of evidence and a culture of

learning that informs decision-making while feeding back to growing and strengthening the evidence base

The MI2 theory of change is depicted in a high-level summary results chain in Figure 1 and in a more detailed results

chain that will support program monitoring, evaluation, and learning needs in Figure 2.

Figure 1: High-level MI2 Life of Activity Results Chain

FAB and MI2 have identified four key enabling conditions that support adaptive management practice in biodiversity

programs: capacity and time; knowledge, tools, and guidance; business practices and policies; and culture. We seek

opportunities to strengthen these enabling conditions throughout implementation of the MI2 theory of change.

With FAB, MI2 assesses the needs, capacity, and path to use of new practices for the missions we support. Technical

assistance (TA) is provided and tailored to meet a mission’s needs. MI2 assistance generally focuses around

project/activity design; activity start-up; and pause and reflect.

Early adopters, including missions that buy-in to MI2, will be engaged, consulted, and supported in testing and refining

new practices at all phases of the Program Cycle. As early adopters demonstrate progress and inform MI2’s learning,

best practices will be socialized and shared with more USAID and implementing partner staff. Success stories and

lessons will be developed and disseminated, champions will be supported and cultivated, and technical materials will

be repackaged and promoted in compelling formats to support a variety of adult learning styles.

MI2 will help FAB set the stage for broader adoption of new practices by reinforcing new norms, synthesizing and

sharing new evidence and knowledge, and making effective use of learning loops at multiple scales within and beyond

the Agency. In turn, a stronger evidence base and increased capacity will continue to strengthen the program’s focal

enabling conditions.

As best practices are broadly adopted, USAID will see better designed, better implemented, better cross-sectoral

integrated programs in which learning outcomes and evidence inform decision-making. Ultimately, USAID staff &

implementing partners are expected to broadly adopt best practices, leading to increased impacts of biodiversity

conservation programming and the generation of co-benefits.


Figure 2: Detailed MI2 Life of Activity Results Chain


PROGRAM FOCAL AREAS & WORKSTREAMS

I. DIRECT FIELD SUPPORT

The primary objective of the Direct Field Support Program is to develop USAID staff capacity and motivation in

service of USAID’s commitment to more effective biodiversity and integrated programming through the use of

adaptive management and CLA practices. In combination with other program areas, MI2’s field support program

contributes to four key results in the MI2 theory of change: (1) shared understanding exists of context-appropriate

actions and objectives for operationalizing best practices, (2) early adopters embrace and apply better practices, (3)

best practices increasingly socialized and reinforced across USAID, and (4) USAID staff and implementing partners

broadly adopt best practices. Five workstreams will be supported to achieve these objectives, including providing

direct field support to missions in Africa (1.1), Asia (1.2) and the Latin America and Caribbean regions (1.3), and the

and activity teams managed through the E3/FAB Office (1.4). In addition to the direct field support provided across

these three regions, this program area is responsible for establishing and managing relationships with each OU

engaged with MI2, regional forecasting and priority setting, maintaining field support tools, and mission buy-in scoping,

co-creation and implementation (1.5).

The bullets below summarize illustrative field support opportunities across each region for FY20. Through a quarterly

process to forecast and prioritize regional needs, FAB will provide technical direction to MI2 regarding which

missions to engage and how to engage them. These decisions will also be based on monitoring data and available

time and materials.

WORKSTREAM 1.1 AFRICA REGION

Action 1.1.1: Provide direct field support to the Africa region.

In the Africa region, missions that received support from MI during design are poised to continue uptake of best

practice through the start-up of new activities. There are also opportunities for design support in many missions,

including regional programming. Opportunities to support activities during implementation are limited to Senegal

and Madagascar. Finally, the Madagascar buy-in provides an opportunity for scaling up application of best practices in

the region, particularly for evidence and learning.

The list of illustrative outputs below describes the landscape of potential opportunities for FY20 field support. This

list is based on MI2 and FAB’s current understanding as of the date listed on this work plan. The list below indicates

the most likely funding source for field support as either: ‘anticipated to be funded through a mission buy-in (BI)’,

‘anticipated to be funded through FAB core funds’ or ‘pending availability of funds.’ These assumptions are reflected

in the budget submitted to FAB on December 20, 2019. It is expected that the actual scope of MI2 field support will

shift multiple times over the course of FY20. The reasons for these anticipated shifts include, but are not limited to:

anticipated field support being postponed due to changes in mission conditions (thereby freeing up financial resources

to support other missions), unanticipated mission needs being prioritized by FAB (for example needs not included

in this list may emerge over the course of the year), and continuously evolving understanding of potential mission

buy-ins. The target budget for field support in Africa in FY20 from core FAB funds is roughly $140,000. The actual

distribution of MI2 support to missions will be scaled to allocated budget for support to the region and further

defined through regional forecasting.

FY20 Illustrative Outputs:

● BI - CARPE: support to regional strategy design. FY20 support is anticipated to be funded

through a mission buy-in.

● 1.1.1.A - East Africa: support to biodiversity program design in advance of project design. FY20

support is anticipated to be funded through a mission buy-in or with FAB core funds.

● BI - Madagascar: support to learning questions and a CLA or BD-related capacity assessment

for the CCP project, finalizing and reporting on the household survey, annual pause and reflect

for the Mikajy and Hay Tao activities, and design process for new activities under the current

PAD. All FY20 support is anticipated to be funded through the Madagascar MI2 buy-in.

● 1.1.1.B - Malawi: support to start-up of the REFRESH activity. FY20 support is anticipated to

be funded with FAB core funds.

● 1.1.1.C - Mozambique: support to the design and co-creation of new activities and projects.

FY20 support is anticipated to be funded through a mission buy-in (16.1.1) and with FAB core

funds.

● 1.1.1.D - Senegal: support to ongoing start-up and pause and reflect for the Fisheries,

Biodiversity and Livelihoods activity. FY20 support is anticipated to be funded with FAB core

funds.

● 1.1.1.E - Tanzania: support to the start-up of a biodiversity activity. FY20 support is anticipated

to be funded with FAB core funds.

● Provisional - Uganda: support to start-up of new biodiversity and wildlife crime activities. FY20

support is pending the availability of FAB core funds.

● Provisional - Ghana: support to activity co-creation process for assistance award. FY20

support is pending the availability of FAB core fund.

WORKSTREAM 1.2 ASIA REGION

Action 1.2.1: Provide direct field support to the Asia region.

In the Asia region, missions remain committed to continued uptake and advancement of best practices through

involvement in MI2. FY20 opportunities appear to be clustered around design, including regional programs, and pause

and reflect, including many programs moving into their final years of implementation. In Papua New Guinea, MI2

support to an ongoing co-design process could include start-up of the new activity.

The list of illustrative outputs below describes the landscape of potential opportunities for FY20 field support. this

list is based on MI2 and FAB’s current understanding as of the date listed on this work plan. The list below indicates

the most likely funding source for field support as either: ‘anticipated to be funded through a mission buy-in’,

‘anticipated to be funded through FAB core funds’ or ‘pending availability of funds.’ These assumptions are reflected

in the budget submitted to FAB on December 20, 2019. It is expected that the actual scope of MI2 field support will

shift multiple times over the course of FY20. The reasons for these anticipated shifts include, but are not limited to:

anticipated field support being postponed due to changes in mission conditions (thereby freeing up financial resources

to support other missions), unanticipated mission needs being prioritized by FAB (for example needs not included

in this list may emerge over the course of the year), and continuously evolving understanding of potential mission

buy-ins. The target budget for field support in Asia in FY20 from core FAB funds is roughly $160,000. possible

products to which MI2 can contribute are listed below as illustrative actions based on capacity building priorities and

opportunities by mission. The actual distribution of MI2 support to missions will be scaled to allocated budget for

support to the region and further defined through regional forecasting.


● BI – Nepal: Support to the design of new programs. All FY20 support is anticipated to be funded

through the Nepal MI2 buy-in.

● Provisional - 1.2.1.A - Philippines: Support to pause and reflect on the Protect Wildlife and Fish

Right activities. FY20 support is pending the availability of FAB core funds.

● 1.2.1.B - Vietnam: Support to pause and reflect processes for the Green Annamites and Saving

Species activities, project and activity design. FY20 support is anticipated to be funded through a

mission buy-in or with FAB core funds.

● 1.2.1.C - Papua New Guinea: Support to the start-up of a new activity. FY20 support is anticipated

to be funded with FAB core funds.

● BI - Indonesia: Support to the design and/or start-up of new programs. FY20 support is anticipated

to be funded through a mission buy-in.

● 1.2.1.D - Regional Development Mission for Asia: Support to program design, pause and reflect for

Wildlife Asia and regional strategy design. FY20 support is anticipated to be funded with FAB core

funds and a mission buy-in.

WORKSTREAM 1.3 LATIN AMERICA AND THE CARIBBEAN (LAC) REGION

Actions 1.3.1: Provide direct field support to the LAC region.

The LAC region is poised for widespread uptake of best practices across the bi-lateral and regional biodiversity

portfolios, as well as ensuring that programming across the region is aligned to the Amazon Vision. The LAC buy-in

(8.1.1) to MI2 provides resources to scale practices, while the SAR and Peru buy-in enables a strategic and

comprehensive approach to the largest biodiversity portfolio in the region. The possible products to which MI2 can

contribute are listed below as illustrative actions based on capacity building priorities and opportunities by mission.

The actual scope of MI2 support to missions will be scaled to allocated budget for support to the region and further

defined in individual mission work plans.



● BI - Colombia: Support to evaluation of Amazon activities, design of new programs and

assessments. All FY20 support is anticipated to be funded through the Colombia MI2 buy-in.

● BI - Caribbean Development Program: Support for the design of new programs. All FY20 support

is anticipated to be funded through the Caribbean Development Program MI2 buy-in.

● BI - Peru: Support for start-up of a new biodiversity activity and Combating Environmental Crimes

activities, pause and reflects for the Alianza Forestal, ProBosques, Forest Oversight and Resource

Strengthening (FOREST), Conflict Fisheries and The Center for Amazonian Scientific Innovation

(CINCIA) activities, MEL and reporting for the Amazonia Verde project, and potential activities to

initiate work to implement the Amazon learning agenda in Peru. All FY20 support is anticipated to

be funded through the Peru MI2 buy-in.

● BI - South America Regional: Design of a new activity, start-up for the Amazon Indigenous Rights

and Resources (AIRR) activity, pause and reflects for SERVIR, Promotion of Best Environmental

and Social Management Practices (BMP), Strengthening the Capacity of Indigenous Organizations

in the Amazon (SCIOA), and AIRR activities, MEL and reporting for the Amazon Regional

Environment Project (AREP) project, reporting and communications for the Amazon vision, and

an agenda for cross-Amazon Region learning. All FY20 support is anticipated to be funded through

the South America Regional MI2 buy-in.

● BI - Mexico: Support for strategy design. All FY20 support is anticipated to be funded through the

Mexico MI2 buy-in.

● BI - Brazil: Support to the start-up of a new activity. FY20 support is anticipated to be funded with

LAC buy-in funds.

● BI - Paraguay: Support to activity co-creation and governance, start-up and pause and reflect. FY20

support is anticipated to be funded with LAC buy-in funds.

● BI - Ecuador: Support to program design. FY20 support is anticipated to be funded with LAC buy-

in funds.

WORKSTREAM 1.4 E3/FAB

Actions 1.4.1: Provide direct support to E3/FAB.

This includes technical assistance to the FAB managed activities. The possible products to which MI2 can contribute

are listed below as illustrative actions based on capacity building priorities and opportunities by program. The actual

scope of MI2 support to FAB-managed programs will be scaled to allocated budget for support to the region and

further defined in individual mission work plans.


● 1.4.1.A - Support to Seafood Alliance for Legality and Traceability pause and reflect. FY20 support

is anticipated to be funded with FAB core funds.

● 1.4.1.B - Support at least one co-design workshop that results from the Health, Ecosystems, and

Agriculture for Resilient, Thriving Societies (HEARTH) Global Development Alliance Annual

Program Statement (APS) in Q3 or Q4 of FY20. Up to six HEARTH co-design workshops may

result from the APS and the other five co-design workshops will likely be covered under a buy-in

to MI2 from USAID’s Bureau for Global Health (TBD).

WORKSTREAM 1.5 DIRECT FIELD SUPPORT BUY-IN SCOPING, MANAGEMENT, COORDINATION AND

FORECASTING

Action 1.5.1: Coordinate and manage field support

This includes centralized support required to provide and coordinate highly-customized assistance to missions in a

dynamic and quickly changing context across 20+ missions and 60+ teams. Centralized support includes conducting

regional coordination meetings, conducting coordination meetings with other workstreams and working groups,

maintaining clear and consistent outreach to missions, and developing decision-support tools. MI2 will hold weekly

meetings with the field support Activity Manager to coordinate across the field support portfolio and ensure that

the individual elements of direct field support are collectively contributing to achievement of MI2 goals and objectives.

This collaboration with the Activity Manager will also include coordination to best meet missions’ needs as new

opportunities and constraints arise, joint problem-solving, and consideration of how to engage with other initiatives

and workstreams of MI2.

Through this work, MI2 will manage staffing and backstopping of field support, including decisions on which staff to

deploy, management of our major subcontractor, Foundations of Success, and broadening the MI2 bench of

regionally-based consultants. MI2 maintains staffing and TDY calendars in support of this task.

Financial and information management is another critical field support service that is required in order to support

adaptive management in a dynamic context where responsiveness and flexibility are key to both success and

compliance. This may include financial analysis and projections for field support.

FY20 Outputs:

● 1.5.1.A - Weekly Activity manager meetings

● 1.5.1.B - Field support management workbook

Action 1.5.2: Forecast and document field support

This includes the processes, tools and external engagement to forecast and document field support, specifically:

developing and tracking annual and quarterly field support forecasts, documenting and maintaining mission

engagement logs, and collaboration with Regional Bureaus. This action supports strategically identifying mission

needs, developing plans to address those needs, and customizing support based on an in-depth knowledge of the

operational context, including the critical information management systems that underpin successful technical

assistance, as well as MI2 reporting and learning.

Field support services will be documented and catalogued for knowledge management, MEL and continuous

innovation in the field. This may include updating and maintaining the field support management workbook, mission

and buy-in work planning tools, and the catalogue of field support products.

FY20 Outputs:

● 1.5.2.A - FY20 Annual Field Support Regional Forecast

Action 1.5.3: Curate and maintain field support tools and resources

MI2 will curate, refine, update, and disseminate field support tools and resources for quality assurance and control

of field support services. This will build on existing, internal tools, which include, for example, google sites,

centralized Google Drive folder system, workshop agendas, breakout group instructions, PPTs, worksheets and

workbooks. Any broader updating of tools and resources, specifically for new concepts and technical approaches is

not included in the scope of this workstream.

FY20 Outputs:

● 1.5.3.A - Catalogue of field support products

Action 1.5.4: Co-create and manage buy-ins

Field support services also include co-creation of approximately two new buy-ins and management of ongoing buy-

ins. Co-create, and management will include regular meetings with buy-in point of contacts to ensure proper

management, coordination, and adaptive management in the field.

FY20 Outputs:

● 1.5.4.A - Two Buy-in Technical and Cost Response packages

2. CROSS-MISSION LEARNING

The MI2 Cross-Mission Learning Program is designed to help USAID and the implementing team achieve Key Results

3 and 4 in the MI2 theory of change. During FY20, our objective is to catalyze individual and organizational learning

to better use information, evidence and knowledge in design and adaptive management. Five workstreams will be

supported to achieve this objective, each of them focused on helping USAID staff improve the effectiveness of their

programs by engaging in learning activities in support of shared theories of change.

WORKSTREAM 2.1: CONSERVATION ENTERPRISES CROSS-MISSION LEARNING GROUP

Action 2.1.1: Conduct and facilitate CE learning group activities

Learning group activities will be based on the existing CE Learning Agenda. Activities will include maintaining the CE

learning group website on the FAB Gateway with periodic content updates, producing up to three newsletters, and

planning and hosting up to three webinars or virtual meetings on topics relevant to the CE Learning Agenda.


FY20 Outputs

● 2.1.1.A - CE learning group website, including periodic content updates

● 2.1.1.B - Prepare up to three CE newsletters for distribution by USAID

● 2.1.1.C - Plan and host up to three webinars on topics relevant to the CE Learning Agenda

Action 2.1.2: Produce and disseminate CE MEL framework

The purpose of the CE MEL framework, developed by MI2 and initially vetted with mission staff in FY19, is to provide

guidance to USAID programs regarding what and how to measure outcomes along a theory of change to help inform

adaptive management and share lessons. During FY20, MI2 will finalize the framework based on input from potential

users and conduct outreach to relevant missions implementing or planning to implement CE approaches as part of

their biodiversity programming.

FY20 Outputs

● 2.1.2.A - Finalized CE MEL framework based on user input

● 2.1.2.B - TA Outreach in three to five missions: provide specialized TA to apply the CE MEL

framework for missions programming a new CE activity or continuing with an existing CE activity

Action 2.1.3: Produce a manuscript for a peer-reviewed journal on the CE TOC based on findings from a review of

USAID programming.

MI2 will draft a manuscript and submit to a peer reviewed journal (e.g., Conservation Science and Practice) that

describes the CE theory of change and findings from the desk review of USAID documentation, the CE 20-year

retrospective, and the 12 mission case examples.

FY20 Outputs

● 2.1.3.A - Manuscript of CE TOC and findings

● 2.1.3.B - Present this paper at the World Bank’s Land and Poverty Conference (TBD)

Provisional Action: Develop Brief on lead firms, Coordinate with other evidence repositories, develop “white paper”

on closing the CE evidence gap

If resources and opportunity allow, MI2 can conduct a brief on the function of “lead firms” in supporting and scaling

community-level enterprises. The brief will be developed through key informant interviews with experts who have

helped establish and operate “lead firms.”

MI2 will coordinate with other relevant evidence repositories (e.g., Evidensia) to provide resources that have been

gathered or generated as part of the CE learning group. MI2 can then help make learning group members and others

aware of these repositories through newsletters and emails.

The systematic review by Roe et al. 2015 concluded that there is not yet a strong evidence base that alternative

livelihoods (many of which are CEs) result in conservation outcomes. MI2 will develop a case example that assesses

the possibilities for USAID implementing partners to help close this evidence gap. MI2 will assess the potential for

evidence to be generated as part of USAID activity implementation in such a way that provides relevant and credible

evidence on conservation outcomes. Through TA outreach under Action 2.1.2 we will develop this case example

about how missions would apply the MEL framework (as a standard way to collect indicator data) to contribute to

the evidence base regarding the effectiveness of the CE approach.

FY20 Provisional Outputs

● Provisional Brief: The Role of Lead Firms in Supporting and Scaling Community-Level

Conservation Enterprises

● Provisional - Coordination with relevant evidence repositories

● Provisional - Case Example on using CE as an example of how projects can contribute more robust

evidence to conservation effectiveness

WORKSTREAM 2.2 COMBATING WILDLIFE TRAFFICKING CROSS-MISSION LEARNING GROUP

Action 2.2.1: Conduct and facilitate CWT learning group activities

Learning group activities will be based on the existing CWT Learning Agenda and have similar learning group activities

to the CE group. MI2 will also co-lead facilitation and provide support to an in-person CWT learning event in

Bangkok, Thailand in November 2019. The information and lessons learned through the learning event will be shared

with the CWT learning group as part of the group’s ongoing support program.

FY20 Outputs

● 2.2.1.A - CWT learning group website, including periodic content updates

● 2.2.1.B - Prepare up to three CWT newsletters for distribution by USAID

● 2.2.1.C - Plan and host up to three webinars on topics relevant to the CWT Learning Agenda

● 2.2.1.D - Facilitate and support CWT learning event in Bangkok, Thailand from November 21-22

in coordination with TRG

Action 2.2.2: Collaborate with GLAM on Scaling Learning to Improve AM in CWT The Global Learning for Adaptive Management (GLAM) initiative, funded by USAID’s PPL/LER and DFID, aims to

identify, operationalize, and promote rigorous evidence-based approaches to adaptive management (AM). FAB and

MI2 submitted a successful Expression of Interest to GLAM in early FY19 to collaborate in exploring how AM is

being practiced within and across USAID CWT projects and portfolios. Throughout FY19 FAB, GLAM, FAB, and

MI2 collaboratively designed the project, Scaling Learning to Improve Adaptive Management in CWT.

The goal of the project is to strengthen and leverage learning across USAID operating units for the purposes of (1)

identifying best practices for AM of CWT projects and portfolios and (2) developing the processes and tools to

improve AM of CWT projects and portfolios at USAID and in the larger CWT community of practice. The objectives

of this joint project include:

1. Understand the needs and opportunities facing managers of CWT projects and portfolios for rigorous AM

2. Learn from USAID’s use of evidence-related tools and processes to glean lessons and examples of what

works, what doesn’t, and why in the AM of CWT projects and portfolios

3. Identify practices and principles for rigorous AM of CWT projects and portfolios

4. Develop recommendations for future resources to support implementing these better practices and

principles for improving AM

5. Identify opportunities to align CWT learning efforts and monitoring frameworks across the CWT

community to improve the AM of portfolios of CWT activities, projects, and programs

Collaborative GLAM-MI2 project activities began in late FY19 and will be completed in FY20.

FY20 Outputs

● 2.2.2.A - MI2 support to compilation of findings from desk review (led by GLAM)

● 2.2.2.B - Summary and synthesis of current AM practice in USAID CWT projects and portfolios

● 2.2.2.C - MI2 support to case studies (~5-6) and a synthesis of lessons learned on effective AM of

USAID CWT projects and portfolios (led by GLAM)

● 2.2.2.D - Final project findings, recommendations, and guidance

WORKSTREAM 2.3 CROSS-MISSION LEARNING COMMUNITY ON MARINE CONSERVATION AND

SUSTAINABLE FISHERIES MANAGEMENT

Action 2.3.1: Conduct and facilitate marine learning group activities and products

MI2 will support FAB to develop a global learning community for marine conservation and sustainable fisheries

management through the production of a finalized scoping sheet that clarifies the outputs for the learning program.

Possible outputs could include a learning agenda that guides the selection, prioritization, and learning modalities for

key topics. MI2 could also work with FAB to advance the learning agenda through a website, newsletters, webinars,

an evidence brief, and an in-person learning event.

FY20 Outputs

● 2.3.1.A - Finalized Scoping Sheet: Update and finalize the draft August 2019 document that defines

the learning group activities and products for the Learning Community on Marine Conservation

and Sustainable Fisheries. Illustrative outputs will be updated and shared with FAB once the scoping

sheet is finalized and based on the available budget.

FY20 Illustrative Outputs

● 2.3.1.B - Draft Learning Agenda: A living document that identifies learning questions/topics,

prioritized according to criteria, with a plan to investigate or answer them. To be drafted in FY20

and then kept as a living document until finalizing in FY21 or FY22.


● 2.3.1.C - Develop new Marine Conservation and Sustainable Fisheries Management learning group

website on the Biodiversity Conservation Gateway, including periodic content updates

● 2.3.1.D - Prepare up to three marine newsletters for distribution by USAID

● 2.3.1.E - Plan and host up to three webinars on topics relevant to the Marine Conservation and

Sustainable Fisheries Management Learning Agenda

● 2.3.1.F - Evidence brief: Research, write, and disseminate a two-page evidence brief that

communicates the findings of an assessment initiated in FY19. The brief will initiate work toward

a toolkit by identifying common threats, approaches, results, indicators, and learning questions that

might be most relevant to members.

● 2.3.1.G - In-person half-day learning event at a relevant regional meeting

Provisional Action : Evidence brief, in-person learning event, and webinars

If resources and opportunity allow, MI2 could provide additional support in alignment with the Marine Conservation

and Sustainable Fisheries Management learning agenda.


● Provisional - One additional evidence brief on a topic relevant to the learning priorities of the

learning group

● Provisional - One additional in-person learning event, as described above

● Provisional - Three additional webinars, as described above

WORKSTREAM 2.4 LATIN AMERICA AND CARIBBEAN CROSS-MISSION LEARNING

In FY19, LAC and MI2 designed a LAC Environment Learning Program that will provide a positive and open space

for learning, collaborating, and drawing practical, concrete recommendations to fill LAC Missions’ resource,

information, and exchange needs. The goal of this program is to foster a sense of community and advance learning

through USAID’s cross-mission learning community for biodiversity conservation and natural resource management

in the LAC region focused on two learning topics: private sector engagement (PSE) and combating conservation

crime. The objective is that LAC Missions will be better positioned to design, implement, and manage programs for

more impactful biodiversity conservation and its positive impacts on sustainable development.

Action 2.4.1: Develop and implement the LAC Environment Private Sector Engagement (PSE)

At USAID, Learning Program PSE is an Agency-wide priority. PSE occurs through a process of initiating, designing,

implementing, obtaining results, and monitoring the impact. The steps involved in these partnerships are critical and

have different information needs at different phases: Initiate the partnership (How do we build trust, honesty,

transparency?), Design (What will the partnership look like? What do we both want? What might the future hold?),

Implement (Do the actual partnership), Results (What are the results of the partnership?), and Monitor Impact (Why

are the results occurring and what impact is the partnership having on results?). The most important information

and learning needs identified by LAC Missions through our engagement in FY19 are concentrated at the beginning

and end of this spectrum: “Initiating the Partnership” and “Monitoring Impact,” and will be the focus of the LAC

Environment PSE Learning Program.

In FY20, MI2 will support LAC Missions and the LAC Regional Bureau to develop a learning community for PSE

through developing a learning agenda that guides the selection, prioritization, and learning modalities for key topics.

MI2 and LAC will address learning and information needs to improve partnership initiation and monitoring impact

for PSE engagements in LAC in coordination with USAID’s PSE Hub, PSE Policy, PSE Evidence and Learning Plan, and

the Self-Reliance Learning Agenda.

FY20 Outputs (it is anticipated that some of these deliverables will extend to FY21):

● Coordination and Management: Facilitate steering group bimonthly meetings, regular management

meetings (to include both learning groups), and participate in quarterly LAC and LAC/PSE meetings

● Support USAID to better understand how to initiate partnerships:

○ 2.4.1.A - Create framework and develop results chain to understand enabling conditions

for partnerships

○ 2.4.1.B - Review PSE studies (e.g., Private Sector Perspective; Partnership Health; Failure

Analysis); identify gaps and opportunities for LAC Learning Agenda and inform framework

○ 2.4.1.C - Coordinate with LAC on Bureau and Mission PSE Engagement Strategies to

identify areas for support and collaboration

○ 2.4.1.D - Disseminate/share with missions and get their input; incorporate feedback into

framework

● Support USAID to better understand how to monitor PSE impact and partnership health:

○ 2.4.1.E - Coordinate with PSE indicators working group; Share TOC and indicator

development process

○ 2.4.1.F - Review Enduring Results study & PSE Evidence Gap Map; identify gaps and

opportunities for LAC Learning Agenda and inform framework

○ 2.4.1.G - Disseminate/share with missions and get their input; incorporate feedback into

framework

● Address and fill mission information needs:

○ 2.4.1.H - Compile and share resources for the LAC PSE Learning Group based on

crosswalk of existing and planned PSE resources and missions' needs (in coordination with

PSE KM specialist)

○ 2.4.1.I - Review USAID Comparative Analysis and PSE case studies; identify gaps and

opportunities for LAC Learning Agenda and opportunities to highlight LAC Environment

case studies

○ 2.4.1.J - Update MI2 inventory of all LAC PSE biodiversity activities; Disseminate/share

with missions

● Develop PSE LAC Learning Agenda:

○ 2.4.1.K - Develop PSE LAC Learning Agenda through periodic review, input and

feedback from mission staff

○ 2.4.1.L - Organize/Facilitate LAC Learning session at LAC Environment Officers Meeting;

Share Learning Agenda with missions

○ 2.4.1.M - Scope and implement learning activities and products (e.g., webinars, case

studies and/or success stories, learning events)

Action 2.4.2: Develop and implement the LAC Environment Combating Conservation Crime (CCC) Learning

Program

In FY20, MI2 will support LAC Missions and the LAC Regional Bureau to develop a learning community for

combating conservation crime to support USAID decision making on priority strategic approaches for combating

conservation crime and conserving biodiversity. We will support the development of high-level theories of change

and a learning agenda that guides the selection, prioritization, and learning modalities for key topics. MI2 also will

coordinate with existing and/or planned learning initiatives relevant to this topic, including FAB’s Combating

Wildlife Trafficking, Conservation Enterprise, Marine, and Targeting Natural Resources Corruption learning groups

and SAR’s new learning agenda.

FY20 Outputs:

● Coordination and Management: Facilitate steering group bimonthly meetings, and create an

inventory of LAC activities, MEL plans, learning questions, TDY assessment

● Theory of Change Development

○ 2.4.2.A - Draft four high-level theories of change for priority strategic approaches (Reduce

Demand, Develop Traceability Systems, Build Law Enforcement Capacity,

Transparency/Corruption) and identify links to private sector engagement for each

approach

○ 2.4.2.B - Map other learning agenda activities and learning questions (consider mission

CLA and PAD MEL plans, regional plans, and SL learning questions)

○ 2.4.2.C - Develop webinars with Missions to disseminate/share information and get their

input; incorporate feedback

● Develop Combating Conservation Crime LAC Learning Agenda

○ 2.4.2.D - Develop Conservation Crime Learning Agenda through periodic review, input

and feedback from mission staff

○ 2.4.2.E - Organize/Facilitate LAC Learning session at LAC Environment Officers Meeting;

Share Learning Agenda with missions and get their input/feedback

○ 2.4.2.F - Scope and implement learning activities and/or products (e.g., webinars, case

studies and/or success stories, learning events)

WORKSTREAM 2.5 CROSS-MISSION LEARNING COORDINATION AND MANAGEMENT


This includes support required to provide and coordinate assistance to FAB for the CE and CWT learning programs

and relevant products described above. Support includes regular Activity manager check ins, managing staffing,

documenting and cataloguing learning group services for knowledge management, MEL and continuous innovation.

This also includes support to updating the standard operating procedures for cross mission learning that were

developed in the last year of MI.

FY20 Outputs:

● 2.5.1.A - Activity manager meetings

● 2.5.1.B - Updating standard operating procedures for cross mission learning

WORKSTREAM 2.6 WILD MEAT CROSS-MISSION LEARNING GROUP PREPARATION

Action 2.6.1 FY20 activities to support this workstream represent preparation for an FY21 launch of a Wild Meat

Cross-mission Learning Group. MI2 will define the nature and purpose of the group and scope out work to be

conducted in FY20 and FY21. This learning group will be global, and include teams working to reduce the

unsustainable demand, trade, and consumption of wild meat in Africa, Asia and LAC. The goals of the group, as

currently conceived, are to (1) increase environment officers’ and other sectors’ technical officers’ understanding

about bushmeat/ wild meat as an issue with broad, cross-sector importance (including biodiversity, food security,

health, governance, and other sectors) and (2) motivate technical officers in multiple sectors to take action to

reduce the unsustainable demand, trade, and consumption of wild meat.

FY20 Outputs:

● 2.6.1.A – Complete revisions, produce, and disseminate a two-page executive summary of a

bushmeat report developed in 2019 by a different USAID consultant.

● 2.6.1.B - Following the model of and process used to develop the Fisheries Briefing Book, facilitate

a process to identify key USAID sectors’ learning or evidence questions related to wild meat To

support or inspire people to take up or fund work on this issue, identify one or two champions

and/or develop and distribute one or two case studies to promote bushmeat awareness through

mission outreach efforts.

● 2.6.1.C - A draft learning group scoping sheet to define (1) the nature of the learning group,

including purpose and target audience and modalities and expectations for learning group

management in FY21 and beyond


● Provisional - Design and development of a web platform for the learning group, taking the form of

those available for CE and CWT on the RM Portal

● Provisional - One or two webinars in the format typical of the Cross-mission Learning Program

● Provisional - One or two newsletters in the format typical of the Cross-mission Learning Program

3. EVIDENCE USE AND GENERATION

The Evidence Use and Generation Workstream is designed to help USAID and the implementing team achieve key

results 2, 3 and 4 (as they relate to advancing evidence-based practice) in the MI2 theory of change. The LOP goal is

to improve uptake of evidence-based practice by USAID staff and implementing partners programming biodiversity funds at all program cycle phases. During FY20, work will focus on advancing guidance that is most relevant to MI2

teams, USAID’s environment staff, FAB’s key partners (such as DDI and PPL), and biodiversity implementation teams.

Two workstreams will be supported to achieve this objective, each of them focused on helping USAID staff improve

the effectiveness of their programs by engaging in activities that exemplify or advance good evidence-based practice

in support of shared theories of change.

WORKSTREAM 3.1 EVIDENCE THEORY TO PRACTICE

Action 3.1.1: Advance evidence-based practice through strategic coordination, information dissemination, advancing

the practice of evidence-based conservation, and guides and job aids.

Evidence-based practice cuts across many of MI2’s work streams and the USAID Program Cycle. The purpose of

this workstream is to provide critical thinking, guidance, and support to advance evidence-based practice. The target

audiences are USAID, FAB, FAB’s cadre of biodiversity Advisors, and, at times, our own MI2 TA and facilitation

teams. To achieve this, the evidence workstream will focus on advancing applied theory that can be picked up and

operationalized in practice.

The work carried out under this workstream will be specific, additive, and non-redundant to that undertaken in

other work streams -- that is, the work carried out in this workstream builds technical capacity and resources to

support evidence-based practice, but it does not replace program-specific technical assistance that includes

generation, access, and use of evidence for specific information needs. The activities funded in this workstream are

complementary to those funded by workstreams providing direct technical assistance and service delivery. This is an

important distinction because evidence-based practice is cross-cutting, and therefore, by the end of MI2, evidence-

based practice should be embedded in the whole of MI2 services and FAB’s operational model. This workstream will

focus on unique aspects of applied theory in evidence-based practice not covered by other workstreams.

FY20 Outputs

● 3.1.1.A - Strategic coordination with other workstreams and focal areas to operationalize concepts

in EiA along one or more pathways

○ Specific communications with the workstream AM about how relevant outputs from the needs

assessment (5.3) inform the actions of this workstream

○ A recommended set of activities addressing use, access, or generation of evidence for other

workstreams, delivered to the Evidence and Learning Working Group and/or in a FAB-MI2

meeting

○ A list of recommended engagement opportunities, nominated up to the Evidence and Learning

Working Group and the Regional Field Support Leads

● 3.1.1.B - Identify, develop, pilot, and distribute guidance and job aids (items that can easily be

shared, referenced, and used) to operationalize concepts in EiA along one or more pathways

○ Q1, undertake a final prioritization exercise to determine (1) what job aids are most critical

to produce first (in FY20) and (2) what additional support should be provided, liked to these

summary materials, to ensure successful uptake and proper use of the guidance they provide.

○ Q2, begin implementation to develop documents and linked support that includes, for

example:

■ Short guidance documents and/or job aids (or similar materials) that build a common

understanding of what evidence-based programming looks like at USAID,

acknowledging systemic barriers and obstacles to achieving best practice in typical

scenarios. This would help missions allocate appropriate time and resources to enable

evidence-based practice in program operations.

■ Short guidance documents and/or job aids (or similar materials) that identify and

communicate best practice in different phases of the program cycle for evidence-

based programming. Products could include streamlined checklists or job aids

enabling evidence-based practice during different phases of the program cycle. As

appropriate, materials will be workshopped with MI2 facilitators and piloted in MI2

TDYs.

■ Short guidance documents and/or job aids (or similar materials) that exemplify new

and modified approaches to typical TDYs to improve generation, access, and/or use

of evidence in biodiversity programs. This co-design process would include coaching

for facilitators and validation of piloted approaches

○ If indicated and possible, and in close coordination with FAB, MI2 will engage and seek input

from DDI and PPL during scoping, development, and/or piloting of the above materials

● 3.1.1.C - Information dissemination: dissemination of MI2’s paper on bridging the research-

implementation gap via one or more channels, for example:

○ A blog post published on Learning Lab or other relevant entity

○ A presentation and facilitated discussion at a FAB-MI2 meeting

○ A webinar to one or more cross-mission learning groups

● 3.1.1.D - Advance the practice of evidence-based conservation across USAID with a symposium

and facilitated stakeholder round table convened at the Environmental Evidence Summit to engage


potential contributors to the evidence base (donors and project implementers) and researchers

engaged in evidence synthesis in a dialogue about increasing efficiency in knowledge generation

about conservation effectiveness.


● Provisional - Provide occasional (low-LOE) support to FAB, as needed, in their strategic

coordination with DDI and PPL to better understand programming implications of the Open Data

Policy, the Foundations for Evidence-Based Policymaking Act, and other topics relevant to

evidence-based practice and how to apply that in our work, and information sharing across FAB

and MI2. This could include, for example:

○ Recommendations for improved engagement with MECAP (Program Cycle) fellows and/or

other operating units in the Agency working on evidence (e.g., PPL, DDI)

○ Participation in the upcoming PO Conference session, entitled “Making evidence work for

you” and identification of opportunities to reinforce and leverage support for evidence-based

practice in the biodiversity sector and more broadly

● Provisional - Develop, pilot, and distribute guidance and job aids

○ Materials to advance the use of MEL in evidence-based decision making on one or more of the

following topics:

■ Strong inference from MEL data and critical appraisal of evidence used to inform

future biodiversity and integrated programs.

■ Use of MEL frameworks across activities and projects within a portfolio to generate

stronger evidence on conservation effectiveness (e.g., this could include application

of MEL frameworks by inviting activity or mission teams into long-term

collaborations).

● Provisional - Advance the practice of evidence-based conservation across USAID with:

○ A paper emerging from the stakeholder roundtable at the Environmental Evidence Summit

that advances approaches to increase efficiency in knowledge generation about conservation

effectiveness and one or more derivative products supporting implementation of those

approaches in MI2 service delivery.

○ A white paper that advances the use of common MEL frameworks across biodiversity-funded

programs to answer questions about conservation effectiveness. The paper may draw on

MI2’s experience developing and applying the CE MEL framework (e.g., Output 2.1.4.C) as

well as on the Environmental Evidence Summit discussions.

○ Discuss and scope how to better support USAID’s enabling conditions for evidence-based

practice in conservation, for example:

■ Explore modalities that could help guide the focus of USAID’s overall biodiversity

program and engage with the broader conservation evidence community (e.g.

scientific advisory councils or similar). .

■ Spearhead a cross-mission learning group dedicated to conservation effectiveness,

whose learning agenda includes big questions like, “Is USAID tackling the world’s

most important threats to biodiversity” and, “How can we improve our evidence-

based design and selection of strategic approaches?” This action would be

thoroughly considered and scoped through a consultative process led by the

Learning and Evidence Working Group.

4. BUSINESS PROCESSES AND INTEGRATION

Improving adaptive management in USAID’s business processes contributes to two key results in the MI2 theory of

change: (1) enabling conditions in place for USAID staff and implementing partners to improve decision making and

(2) policies and business processes set expectations for and incentivize adaptive management. Business processes

are neither created nor implemented in a vacuum, but are instead clearly situated in agency, mission, and office

contexts and relationships. Through implementation of interventions at and across these scales, especially in

collaboration with other operating units, we envision USAID leadership in Tier1 and Tier 2 missions will value

adaptive management processes and consistently allocate sufficient time and resources for them; program officers

will advocate for adaptive management enabling monitoring, evaluation, and learning (MEL) plans and capitalize on

learning opportunities; contract offices will work in collaboration with technical teams to select, design, and manage

adaptive mechanisms; and the Agency’s culture will celebrate learning from failures.

MI2 will support integration and collaboration with BRIDGE in order to identify, document, and disseminate best

practices that can be incorporated into MI2 activities, particularly field support, that include integration with other

sectors. This is expected to contribute to results that include increased sector partner awareness and use of best

practices, integration and engagement with other sectors where appropriate, and increasing the use and generation

of evidence on the benefits and tradeoffs of biodiversity integration. In FY20, MI2 will coordinate with and provide

support to ongoing technical discussions and products defined by BRIDGE and USAID that seek to leverage the final

year of BRIDGE implementation to document emerging lessons learned on thinking and working politically and

integrated monitoring, evaluation and learning,

In FY20, the Business Processes Working Group (BiPWoG) will leverage other workstreams to propose solutions

for business processes at all scales that are a barrier to adopting adaptive management practices. The working group

will build on FY19 consultations, on the results of the Stakeholder Needs Assessment (5.1), and on discussions during

the MI2 FY20 Strategic Planning Retreat to prioritize top problems for three scales of interventions—mission-level,

cross-mission learning level, and agency-wide—and develop up to three workstream proposals to address those

challenges. In particular, the workstreams will include developing collaborations with key cross-agency partners:

USAID’s Bureau of Policy Planning and Learning (PPL), and USAID’s Office of Acquisitions and Assistance (OAA).

The BiPWoG will include Lexine Hansen and Megan Hill as co-captains, Shelly Hicks and Judy Boshoven as members,

and will consult a broad group of stakeholders, including Tony Pryor & Monica Matts of USAID/PPL, Christy Johnson

of USAID/LAC, and MI2 team members Elma King, Kathleen Flower, Kelsey Schueler, Ashleigh Baker, Nick Salafsky,

and Vinaya Swaminathan.

WORKSTREAM 4.1 EVALUATIONS OF FAB ACTIVITIES

Action 4.1.1: Complete and disseminate the FAB Goal 2 Assessment from FY19

This workstream will complete the FAB Goal 2 evaluation. As of this work plan submission, MI2 and FAB are

completing edits to the Executive Summary and the other deliverables are in review.

FY20 Outputs (Goal 2 Evaluation):

● 4.1.1.A - Public-facing Executive Summary

● 4.1.1.B - SBU Internal Results and Recommendations Slide Deck

● 4.1.1.C - Data tables, instruments and User Guide for replicating the assessment

Action 4.1.2: Develop SOW for assessment of FAB-funded conservation volunteer activity

With FAB Activity Managers (O. Zerbock and A. Tobiason) develop SOW for assessment of FAB-funded

conservation volunteer activity that is implemented through the International Conservation Caucus Foundation

(ICCF). Upon approval of the SOW, recruit an assessment specialist and conduct the assessment. Prepare initial

findings for presentation to FAB in a slide deck and briefing. Prepare initial written draft assessment report for FAB

review. Incorporate comments and prepare final assessment.

FY20 Outputs (Conservation Volunteer Assessment):

● 4.1.2.A - Scope of work

● 4.1.2.B - Slide deck and briefing for FAB on preliminary findings

● 4.1.2.C - Draft report

● 4.1.2.D - Final report, including final briefing for FAB and externally facing Executive Summary

● 4.1.2.E - Data tables, instruments and User Guide for replicating the assessment.

Provisional Action: Plan and conduct additional midterm or final evaluation of FAB activity

Pending funding availability, MI2 will also plan and conduct an additional midterm or final evaluation of a FAB

activity in FY20.

Provisional FY20 Outputs (Additional Evaluation):

● Provisional - Scope of work

● Provisional - Slide deck and briefing for FAB on preliminary findings

● Provisional - Draft report

● Provisional - Final report, including final briefing for FAB and externally facing Executive Summary

● Provisional - Data tables, instruments and User Guide for replicating the assessment


WORKSTREAM 4.2 TWP/PEA

Action 4.2.1: Incorporate the principles of thinking and working politically.

This workstream will support improved biodiversity programming through better incorporation of the principles of

thinking and working politically in design and implementation of biodiversity programs. MI2 will collaborate with

BRIDGE, convene meetings, and provide technical inputs to deliverables in the BRIDGE work plan which may include

a supplemental guide to improve facilitation of TWP/PEA during design and implementation processes and direct

field support through joint BRIDGE-MI2 TDYs.

This workstream includes technical inputs to deliverables in the BRIDGE FY20 Work Plan; therefore, there are no

deliverable outputs for this workstream in the MI2 FY20 Work Plan.

WORKSTREAM 4.3 IMEL

Action 4.3.1: Provide support to track and assess other-sector benefits as part of biodiversity MEL plans

The purpose of this workstream is to support USAID biodiversity staff in tracking and assessing other-sector benefits

as part of biodiversity program MEL plans and throughout the Program Cycle, through a joint engagement between

BRIDGE and MI2. Key entry points were identified by BRIDGE during prior work on this activity. A secondary

purpose of this workstream is to demonstrate the value of measuring other-sector benefits to biodiversity staff,

program officers, and leadership who may be reluctant to include additional elements in MEL plans. MI2 will support

BRIDGE in assessing this topic for fisheries programs and will provide more in-depth support on this topic for

sustainable landscapes and biodiversity programs.

The activity will concentrate on MEL for individual activities but will discuss how this may contribute to broader

institutional learning around the benefits of biodiversity programming. This activity will consist of three tasks,

designed to (1) gather information for the case examples; (2) identify and illustrate opportunities to enhance current

MEL systems; and (3) use the results of this process to generate specific recommendations for USAID staff.

More specifically, these tasks will include: reviewing the fisheries activity-based results chains and material as needed;

reviewing final product drafts as made available by BRIDGE; choosing the example to be used for the sustainable

landscapes component, identify key projects, and conduct desk review; conducting targeted project interviews to

confirm desk review and identify barriers and enabling conditions; identify key entry points in process and plans;

developing results chains to illustrate the examples and develop a list of specific sustainable landscapes

recommendations (example indicators, learning and evaluation questions, etc.); and sharing the sustainable landscapes

results with the BRIDGE POCs to produce an overall list of useful entry points and barriers in both MEL plans and

process for the main document; and document the specific recommendations for sustainable landscapes integration

in a separate annex.

FY20 Outputs:

● 4.3.1.A - Draft Biodiversity and Sustainable Landscape Annex to the iMEL Document

PROVISIONAL WORKSTREAM 4.4 BRIDGE COORDINATION

Action 4.4.1:

This workstream would support BRIDGE sustainability planning during their final year of implementation and build

USAID and MI2 capacity to share and apply the evidence base developed by BRIDGE. In addition, the integration

working group will be convened under this workstream to share knowledge, workshop technical topics and promote

overall coordination. This workstream is being marked provisional with the understanding that FAB can assume

BRIDGE coordination without support from MI2.

PROVISIONAL WORKSTREAM 4.5 ENRM FRAMEWORK

Illustrative FY20 Outputs:

● Provisional - Workstream proposal to support dissemination and implementation of the

Environmental Natural Resource Management Framework

WORKSTREAM 4.6 OAA/PPL ENGAGEMENT

Action 4.6.1: Pursue and Scope Engagements with OAA and PPL

This workstream builds on successful engagement with OAA in FY19 as well as reengagement with PPL during the

FY20 planning process. With FAB champion(s), MI2 will continue conversations with OAA and PPL with the goal of

co-developing a scope of collaboration with each key stakeholder on shared objectives. The Scope of Collaboration

will likely become a workstream proposal for either FY20 or FY21. Additionally, the BiPWoG may also develop up

to two additional workstream proposals for other activities to address key business process gaps or opportunities

in MI2’s Theory of Change.

FY20 Outputs:

● 4.6.1.A - Scope of Collaboration for OAA-FAB Activity

● 4.6.1.B - Scope of Collaboration for PPL-FAB Activity

● 4.6.1.C - Support Business Process Working Group to Develop Workstream Proposals

● Provisional - J2SR Internal Talking Points

● Provisional - J2SR Internal Slide Deck

PROVISIONAL WORKSTREAM 4.7 SUPPORT OAA NEW PARTNERSHIP INITIATIVE

This workstream will explore opportunities to support OAA’s New Partnership Initiative in the biodiversity sector.

FY20 Outputs:

● Provisional - Convene Mission-Based NPI Partnership

5. CAPACITY DEVELOPMENT & ADULT LEARNING

The MI2 Capacity Development and Adult Learning Program is designed to help USAID and the implementing team

achieve Key Results 1 and 2 in the MI2 theory of change. During FY20, our objective is to build the capacity of

environment technical officers to champion, apply and/or facilitate adaptive management best practices for improved

decision making. Three workstreams will be supported to achieve this objective, including (5.1) completing the needs

assessment and stakeholder engagement strategy, (5.2) supporting training and coaching through the Biodiversity

and Development Training Program, the Advisors Cohort and (5.3) updating our technical and facilitation tools and

guidance to better incorporate adult learning and promote evidence and learning practices. Each workstream is

focused on filling capacity gaps and strengthening the enabling conditions for adaptive management.

WORKSTREAM 5.1 NEEDS ASSESSMENT AND STAKEHOLDER ENGAGEMENT STRATEGY

An annual strategy for engaging stakeholders is a contractual requirement for MI2 and will inform MI2’s strategic

planning and MI2 engagement with SEEK and other CKM-focused initiatives. The strategy will build on findings from

the Stakeholder Needs Assessment begun in FY19 to be completed in Q1 FY20.

Action 5.1.1: Complete and disseminate Stakeholder Needs Assessment findings.

During Q1 FY20, MI2 will complete key informant interviews, expand informants to include contracting officers and

program officers, complete data analysis, and deliver a briefing on the results of an assessment of needs, incentives

and barriers around key behaviors that support adaptive management in USAID biodiversity programs. Then MI2

will facilitate a discussion with FAB and other key stakeholders, describing the barriers, incentives and actors across

the agency who influence how technical officers adaptively manage biodiversity conservation and integrated

programming. If deemed useful by FAB, the stakeholder needs assessment may be repeated in future years to elicit

new needs and demonstrate progress on targeted behaviors.

FY20 Outputs:

● 5.1.1.A - Stakeholder Needs Assessment Results five-page summary memo and findings slide deck

● 5.1.1.B - Final dataset with clearly documented data collection and analysis tools

● 5.1.1.C - Stakeholder Needs Assessment Findings Discussion with FAB

Action 5.1.2: Complete and implement strategies defined in the Stakeholder Engagement Strategy.

Using the results of the Stakeholder Needs Assessment, MI2 will outline a Stakeholder Engagement Strategy which

prioritizes key stakeholders, addresses manageable barriers and incentives, and increases the use of adaptive

management in practice. The strategy will include a prioritized set of key audiences, how we want them to be

involved in MI2, and the strategies and tactics to engage them to improve adaptive management across the agency.

The annual strategy will be a working document, and updated as needed to address shifting audiences, needs and

priorities.

FY20 Outputs:


● 5.1.2.A - Stakeholder Engagement Strategy - a 10-15-page living google document with links as

possible to resources and learning from SEEK and other FAB CKM processes.

WORKSTREAM 5.2 TRAINING AND COACHING

Provisional Action: Contribute to updating Biodiversity and Development 101 and 201 courses. Under E3/FAB’s training mechanism ECO, the Biodiversity and Development 101 and 201 courses were developed

and delivered with technical inputs and support from MI. In FY20, E3/FAB’s SEEK mechanism will work to revise

course agendas, develop new module content, and enhance training processes to respond to participant feedback.

Key objectives include improving alignment with administration priorities, bringing together content (integration,

Open Standards for the Practice of Conservation, evidence, gender) and adding new content on business processes.

MI2 will contribute to updating context and modules included in the Biodiversity and Development 101 and 201

courses.

FY20 Outputs:

● Provisional - Participation in meetings and limited product review to provide technical inputs to

training led by FAB Training Committee

Action 5.2.2: Support planning and delivery of the 2019-2020 Biodiversity Advisors Cohort.

Under E3/FAB’s training mechanism ECO, the Biodiversity Advisors Cohort was launched with support from MI. In

FY20, E3/FAB’s SEEK mechanism will continue support to the Biodiversity Advisors Cohort. MI2 support to the

Advisors Cohort will include coaching and managing implementation. MI2 will also provide support as Subject Matter

Experts on technical competencies. Additional support will be provided to coordinate training and in-person TDYs

with implementation of the Advisors Cohort capacity development program. As needed, additional support through

resource development will be provided via the workstream focal areas on evidence and learning and on business

processes and integration.

FY20 Outputs:

● 5.2.2.A - Coaching and subject matter expertise support to Advisors Cohort. 73 days of Tess

Present’s time has been allocated to this action starting in Q2.

Provisional CRM & Gender into OS Illustrative FY20 Outputs:

● Provisional - Two-page climate risk and HTG 1 supplemental guide

● Provisional - Two-page gender and HTG 1 supplemental guide

● Provisional - Two-page human wellbeing benefits guide

● Provisional - Two-page Journey to Self-Reliance and Metrics guide

Provisional Action Repackage existing content for Continuous Learning Points (CLPs) for USAID staff.

In collaboration with E3/FAB’s SEEK mechanism, MI2 will explore opportunities to add one or more biodiversity

programming modules to the USAID Continuous Learning Points program. New CLP curriculum will be proposed

based on existing content contained in biodiversity programming tools and guidance, then repackaged and made

available to all USAID staff as CLP options. SEEK will be responsible for coordinating with USAID University and

managing CLP module development, production, review and approvals with FAB and appropriate offices in USAID.

MI2 will be responsible for technical review and content revisions on selected topics and modules.

FY20 Outputs:

● Provisional - Contribute to a minimum one new CLP module production using existing content.

WORKSTREAM 5.3 TOOLS AND GUIDANCE

Action 5.3.1: Incorporate adult learning practices into MI2 field support and cross-mission learning programs.

Adult Learning principles include being explicit about linkages to real work; linking workshop methods with objectives

and content; focusing on participatory design; considering workshop spacing and how you use time; and constructing

materials to enhance performance. At the MI2 Retreat in September 2019 we discussed these principles of adult

learning, shared examples from the first year of MI2, and discussed ways to apply these principles during FY20 TDYs

and learning activities (from virtual workshops to in-person workshops to follow up activities).

Our goal is for MI2 and USAID staff to become more comfortable applying adult learning principles during all phases

of TDYs and cross-mission learning program activities. To accomplish this, we have developed an Adult Learning

workstream team that will workshop upcoming TDYs and learning activities to discuss ways to apply these principles

effectively and gather input from experienced adult learning staff from EI and TRG. This team will update MI2 tools

and resources to include adult learning principles as needed.

FY20 Outputs:

● 5.3.1.A - Support up to three TDYs to apply adult learning techniques

● 5.3.1.B - Support cross-mission learning program activities to apply adult learning techniques

● 5.3.1.C - Monthly work stream discussions and report outs on adult learning facilitation

● 5.3.1.D - Provide input to update MI2 tools and resources (as needed)

Action 5.3.2: Harmonize field support facilitation tools and resources to reflect Agency priorities and FAB training. Under MI, a suite of field support tools and resources were developed in close collaboration with FAB and formed

the basis for the Biodiversity How-to-Guides, the Biodiversity and Development 101 and 201 courses, and the TDY

Treasure Chest. This set of resources does not currently capture recent Agency policy changes (e.g. Journey to Self-

Reliance, Private Sector Engagement, etc.) nor reflect advancements in evidence and learning practices. In FY20, MI2

will work closely with relevant working groups and work streams to update and refresh our field support tools to

ensure they continue to be relevant and reflect programming concepts and priorities defined by broader Agency

policy, PPL and the Program Cycle, and the Biodiversity and Development 101 and 201 courses and best practices

in adult learning.

FY20 Outputs:

5.3.2.A - Updated core field support tools and resources including PowerPoints (topics could include:

developing situation models and selecting strategic approaches, developing a theory-of change, and

monitoring, evaluation and learning); template workshop agendas for common TA support typologies (for

instance, design, activity start-up, pause and reflect); and facilitation tools and resources such as breakout

group instructions, workbooks and exercises

Action 5.3.3: Pilot the Biodiversity Programming Maturity Matrix Self-assessment and Action Planning Tool to

advance OU capacity to plan and implement best practices. The Biodiversity Programming Maturity Matrix was developed in 2018 to communicate standards for implementing

high-impact biodiversity and integrated development programs at USAID. The Maturity Matrix provides a framework

for operating units to identify and consistently implement good practice throughout the Program Cycle and in

accordance with USAID’s Biodiversity Policy and Biodiversity Code.

During the FY19 MI2 Theory of Change and Pause and Reflect workshops FAB, LAC and MI2 staff identified the

need to strengthen and systematize our mission scoping process to better understand the presence of enabling

conditions that will support or prohibit a project or activity team in applying best practices. In FY20, through cost-

sharing with the Madagascar Buy-in, MI2 will develop a self-assessment and action planning tool, supplementary to

the Maturity Matrix, to enable FAB and teams programming biodiversity funds to:

1. Reflect on the team’s current adaptive management practices and identify areas of strength, priorities for

capacity development, and opportunities;

2. Develop a long-term vision for evidence-based adaptive management and the institutional and organizational

capacity needed to implement it;

3. Generate customized and tailored plans for each OU and/or team implementing biodiversity and integrated

programs reflective of their unique conditions; and

4. Mobilize capacity and resources internal and external to the OU to operationalize adaptive management.

FY20 Outputs:

● 5.3.3.A - Convene and facilitate meetings with FAB and PPL/LER to socialize and further shape a

shared vision for how to apply the Biodiversity Programming Maturity Matrix in our work with

missions (pre and post pilot phase)

● 5.3.3.B - Develop beta version of the self-assessment and action planning tool and the team

engagement and facilitation approach

● 5.3.3.C - Pilot beta version of the self-assessment and action planning tool in Madagascar and

possibly one additional mission in FY20, and harvest learning to inform future applications

Action 5.3.4: Complete online Biodiversity How-to-Guide 3.

Biodiversity How-to-Guide 3 (HTG3) focuses on the use of monitoring, evaluation, and learning approaches in

biodiversity programs. It was originally developed as a guidance document under MI. Each of the other Biodiversity


How-To Guides (on developing situation models and on using results chains) has an accompanying online training

module that supports self-paced independent learning. The intent of the online modules is to provide USAID staff

with a reference that reinforces learning acquired during hands-on TA or in training workshops; to orient staff quickly

in the event that they cannot access in-person training support; and to diversify the modalities of providing content

in order to support a variety of adult learning styles. During FY19, MI2 drafted the script for the online version of

HTG3 online. In FY20, MI2 will build on this progress to produce a digital step-by-step tool to improve access to

and use of HTG3.

FY20 Output:

● 5.3.4 - Online HTG3, the third in a three-part series aligned to the Biodiversity How-To Guides.

The online guides comprise a script that covers the technical content in the guide, quizzes and

other interactive learning features, and video testimonials by USAID users. The online guides will

be developed in Articulate Rise.

MI2 LEARNING, INNOVATION, AND KNOWLEDGE MANAGEMENT

The purpose of the Learning, Innovation, and Knowledge Management Workstream is to share insights and learning

that drive innovation and performance improvement in implementing MI2. During FY19, staff of USAID and the

implementing team noted that we had too few opportunities to share information and learn from each other. We

had developed the FY19 budget with very few internal meetings, and the few meetings we did include in the budget

included many staff and broad agendas. During implementation, this led to “bulky” meetings that had too many

attendees addressing too many subjects.

During the FY20 planning, we updated the MI2 operational model to include a streamlined learning and knowledge

management approach that will better support innovation across the team. As shown in figure X below, this learning

and collaboration is driven by three types of cross-team engagement: (1) information-sharing sessions such as TDY

debriefs, which inform the work of (2) planning for technical assistance at the mission, cross-mission, and agency

levels; and (3) problem-solving working group teams that are tasked with addressing a focal technical issue, such as

integration, evidence, business processes, capacity development, and adult learning.

Figure 3: MI2 Learning, Planning, and Information-Sharing process

WORKSTREAM 6.1 TDY DEBRIEFS & STORY HARVESTING

Action 6.1.1: MI2 staff will deliver a weekly debrief from recent technical assistance to missions. The 60-minute

debriefs will include a short presentation by the TDY team followed by a question and answer session. The debriefs

will be held at the same time every week with an open invitation to all staff of the implementing team and USAID

. In order to keep the focus on sharing information and to keep the LOE efficient, these debriefs are not intended

to be polished, highly produced presentations. Instead, they are an efficient way to keep the entire team current on

what is happening in missions, what support is being provided, what is working well, and where we are encountering

challenges. Each TDY debrief will follow a similar format.

FY20 Outputs:

● 6.1.1 - Approximately 40 TDY debriefs delivered to USAID and implementing team staff. The MI2

Organizational Learning Specialist will be responsible for coordinating with the TDY teams and

preparing and following up on the debriefs. Debriefs will be prepared and delivered by MI2 staff,

but the USAID staff who participate in TDYs will be given opportunities to prepare and deliver the

briefings as well.

PROVISIONAL WORKSTREAM 6.2 FAB-MI2 MEETINGS (IN BUDGET) AND RETREAT

Action 6.2.1: MI2 will plan and facilitate “big picture” learning and reflection meetings with FAB and LAC at

approximately six-weekly intervals. These 90-minute meetings will offer an opportunity to work on addressing

emerging issues, reflecting on learning from the previous quarter, and providing input to address technical problems

raised by the working groups. The meetings will be planned and facilitated by the COP and DCOP for Programs in

coordination with the COR and Activity Managers.

During the fourth quarter, MI2 will plan and deliver a two-day annual pause and reflect retreat if the budget allows.

This retreat gives the team an opportunity to consider progress over the preceding four quarters and to agree to

tactics, priorities, and milestones for the coming year. The retreat has been marked “provisional” in the FY20 budget,

as it was in the FY19 budget. The conversations and thinking that go into planning and holding the MI2 retreat are

very valuable; we will propose a retreat plan tailored to available LOE by the middle of the third quarter of FY20.

FY20 Outputs

● 6.2.1.A - Up to 9 meetings of 90-minutes with FAB and MI2 staff, including agendas and meeting

reports on a shared google drive.

● Provisional - 1-2 day Pause and Reflect / Planning Retreat

WORKSTREAM 6.3 PERFORMANCE INDICATOR TRACKING AND REPORTING

Action 6.3.1: MI2 performs data collection, review, and analysis of its performance indicators. Indicators are tracked

in the Performance Indicator Tracking Sheets. Data are reviewed, and results are presented in the semi-annual and

annual reports. The monitoring approach for MI2 has been designed to be efficient yet informative. During FY19, we

reported on five indicators. During FY20, we will pilot the tracking and reporting tool for indicators 1 and 5, and we

will develop and implement a tool for monitoring indicator 4. The MI2 Chief of Party and Organizational Learning

Specialist are supported by the Project Coordinator and a MEL Specialist in reviewing the data and preparing the

reports.

FY20 Outputs:

● 6.3.1.A - Tools to track indicators 1, 5, and 4.

● 6.3.1.B - Two reports on indicator tracking, including as sections in the MI2 semi-annual and annual

reports.

MI2 PROJECT-WIDE MANAGEMENT

Management and Staffing Structure

The management and staffing structure of MI2 is designed to foster and create the greatest synergies across the

project operational model to deliver cost-efficient, timely, and high-quality assistance and products. Our team

represents a mix of senior-, mid-, and junior-level staff for cost-efficiency and the ability to meet the needs of several

USAID operating units simultaneously. Many of the MI2 staff are leaders in the fields of adaptive management,

evidence-based approaches, institutional learning, performance improvement, and MEL. In addition to MI2 relies on

the technical expertise of two experienced partner organizations, FOS and ICF, and a network of expert individuals

and organizations who are available for short-term engagements. Refer to the figure below for the MI2 Organizational

Chart.


Figure 4: MI2 organizational structure, updated to meet the needs of FY20 work plan.

WORKSTREAM 7.1 REPORTING, CLIENT MANAGEMENT, AND ADMINISTRATION

Action 7.1.1: Tracking and deliverables preparation, client management and communications, and project

administration tasks. This area of work covers central management functions to ensure that MI2 is efficiently

delivering high quality work, that we maintain appropriate staffing levels, and that we are understanding and

responding to USAID’s needs in all of our work. MI2 will maintain regular communication with the COR, Activity

Managers, and key staff in missions to meet and anticipate client needs with flexibility to address unexpected tasks

or opportunities. This area of work includes weekly meetings with the COR and Alternate COR to assess project-

wide progress and discuss project priorities, weekly internal management and MI2 project staff meetings, and

maintenance of project files and output tracking systems. This workstream also includes ongoing maintenance and

management of office equipment and supplies, ongoing vendor management, support for time-keeping and expense

tracking functions

The MI2 mechanism also provides an opportunity for USAID operating units to buy in and receive support for work

that is aligned with the scope of the MI2 contract. When a buy-in scope of work is issued, a small buy-in response

team develops the technical approach and staffing strategy, and cost experts develop the price response. The MI2

Chief of Party and EI Controller will review and approve for submission the Technical and Price Responses.

FY20 Outputs:

● 7.1.1.A - Semi-annual and annual reports to share lessons learned, promote best practices in

adaptive management, and the generation and use of evidence and learning to achieve biodiversity

conservation goals.

● 7.1.1.B - Buy-in narrative and budget responses prepared in a timely manner in response to SOWs

received from the COR.

WORKSTREAM 7.2 WORK PLANNING

Action 7.2.1: This workstream includes production of the annual work plan and budget. The work plan is developed

in response to strategic thinking that takes place during the annual Pause and Reflect exercise (which will be delivered

in a series of meetings and conversations if a retreat is not possible). It provides the rationale, deliverables, and

timelines for the annual program of work and describes how that body of work will achieve results in the MI2 theory

of change. Based on the experience developing this FY20 work plan, we have been able to streamline the process

and thus reduce the LOE needed to develop the work plan and budget. This workstream includes not just finalization

of the FY20 work plan but also initial discussions around the FY21 work planning process and inputs.

FY20 Outputs:

● 7.2.1.A - Annual work plan and budget for FY20 (this document)

WORKSTREAM 7.3 FINANCIAL MANAGEMENT

Action 7.3.1: This workstream includes annual budget planning, ongoing forecasting and communication of spending

against projections, tool refinement to accommodate changing programmatic and reporting needs, analysis of

spending to inform future planning, ongoing project accounting and payment procedures, invoice preparation and

transmittal, and financial quarterly report preparation. Cost control mechanisms and procedures across EI and

partner organizations under MI2 also fall under financial management, along with transmittal of payments to

consultants and subcontractors working on MI2 activities.

FY20 Outputs:

● 7.3.1.A - Monthly invoices and a financial report on a quarterly basis. The quarterly report will

include cumulative spent to date, total spent by major stream of work, LOE expended per person,

notes on major budget items, pipeline analysis, and forecasted obligation needs. These reports will

inform a quarterly financial discussion with the COR, Acting COR, COP, DCOP, and other FAB

and MI2 staff as needed.

● 7.3.1.B - A semi-annual briefing on the budget, including burn rate, life of activity projections, and

spending at the workstream level.

WORKSTREAM 7.4 STAFFING, RETENTION, AND RECRUITING

Action 7.4.1: This workstream encompasses management of the human resources support needs of the project,

including recruiting, onboarding, and training/retention of project long-term and short-term personnel based on

programmatic needs. The scope of MI2’s work requires a mix of highly experienced experts as well as more junior

staff who provide cost-efficiency and the capacity to support the work of senior experts. Under this workstream,

the MI2 management team carefully tracks and regularly adjusts the allocation of staff to tasks to ensure the highest

quality professional service with the most efficient use of LOE.

FY20 Outputs:

● 7.4.1.A - A staffing plan that is responsive to client needs and aligned to the resources available.

This will include staff who are fully allocated to supporting MI2 from EI, FOS, and ICF as well as

other staff of the implementing partner organizations and consultants.

WORKSTREAM 7.5 COMPLIANCE AND CONTRACTS

Action 7.5.1: This workstream ensures that MI2 staff and consultants are in compliance with the contract’s terms

and conditions. This workstream’s tasks include ongoing subcontract management, consultant agreement negotiation

and management, the preparation and tracking of international travel approval requests, the preparation and tracking

of ODC approval requests, uploads to DEC, the planning and administration of an annual SBU/COI training,

maintenance of COI/SBU policy adherence, periodic GSA rate reviews, ongoing inventory management, and ongoing

records management.

FY20 Outputs:

● 7.5.1.A - MI2 Compliance COI/SBU Training

ANNEX A. WORKPLAN MATRIX AND BUDGET

Please find attached in Annex A the MI2 FY20 Proposed Work Plan and Budget Matrix.

[End of MI2 FY20 Annual Workplan Document]

measuring impact ii fy20 work plan - united states agency

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