1. What is a results-oriented (performance-based) assistance instrument: what are its necessary characteristics and features? A results-oriented assistance instrument is a grant or cooperative agreement awarded to a Development Partner to achieve results that contribute to USAID's performance goals. See Defining Results-Oriented Assistance.

2. How is results-oriented assistance related to a performance-based grant? The term "performance-based grants" has not been defined with legal precision. However, the term as commonly used seems basically the same as results-oriented assistance.

3. How is results-oriented assistance related to performance-based contracting? The three key elements of results-oriented assistance are broadly similar to performance-based service contracting:

• results-oriented program descriptions;
• performance measures; and
• responsibility for performance.

For performance-based service contracts the three main elements are:

• performance-based work statements;
• quality assurance and surveillance plans; and
• performance incentives and disincentives.

From a technical viewpoint, the third element of results-oriented assistance, i.e., responsibility for performance differs from the comparable element of performance-based service contracts, i.e., performance incentives and disincentives, in that responsibility for performance is a broader and more general concept. Performance responsibility is comprehensive. Incentives and disincentives are monetary in nature and relate only to the fees paid to for-profit organizations under some contract types. The fundamental difference between the two is the classic distinction between procurement and assistance relationships Link to "choose" section of Sourcebook.

4. What are the steps in designing a good results-oriented assistance instrument? Results-oriented assistance is based on participatory Strategic Planning. Those who are most likely to be affected by or benefit from the assistance must participate in planning results-oriented assistance. Their input must be reflected in the following three steps:

Step 1: Development of a results-oriented program description.

Step 2: Establishment of a performance measurement system.

Step 3: Determination of responsibility for performance. See Planning Results-Oriented Assistance.

5. What are the U. S. Government's requirements related to the use of assistance instruments in managing for results? There is nothing in federal law or statute that indicates that the federal government can manage for results only by using a certain type of instrument. Government-wide, the focus on results is mandated by the Government Performance and Results Act (GPRA) of 1993. This Act permits use of assistance instruments to achieve results, but does not prescribe in detail how this may be done. The use of assistance instruments is governed by the Federal Grant and Cooperative Agreement Act of 1977.

Like the GPRA, this Act permits the use of assistance instruments to achieve results, but does not limit an agency's flexibility as to how this may be done. Specifically for USAID, authority for the use of assistance instruments is contained in the Foreign Assistance Act of 1961, as amended (FAA Sections 621 and 635(b)). FAA Section 621A.b reads as follows:

"The President shall establish a management system that includes: the definition of objectives and programs for United States foreign assistance; the development of quantitative indicators of progress toward these objectives; the orderly consideration of alternative means for accomplishing such objectives; and the adoption of methods for comparing actual results of programs and projects with those anticipated when they were undertaken. The system should provide information to the agency and to Congress that relates agency resources, expenditures, and budget projections to such objectives and results in order to assist in the evaluation of program performance, the review of budgetary requests, and the setting of program priorities."

6. When is it appropriate to use a grant or cooperative agreement, and how can assistance instruments be used to manage for results? The Federal Grant and Cooperative Agreement Act of 1977 defines the circumstances in which each type of instrument is to be used. It states that procurement contracts are to be used when an Agency is acquiring goods and services for the use and benefit of the Federal Government.

An Agency shall use a grant agreement when --

(1) the principal purpose of the relationship is to transfer a thing of value to the ... Recipient to carry out a public purpose or support or stimulation authorized by a law of the United States instead of acquiring (by purchase, lease or barter) property or services for the direct benefit or use of the United States Government; and
(2) substantial involvement is not expected between the executive agency and the ... Recipient when carrying out the activity contemplated in the agreement.

An Agency shall use a cooperative agreement when --

(1) the principal purpose of the relationship is to transfer a thing of value to the ... Recipient to carry out a public purpose or support for stimulation authorized by a law of the United States instead of acquiring (by purchase, lease or barter) property or services for the direct benefit or use of the United States Government; and
(2) substantial involvement is expected.

7. What does USAID mean by substantial involvement? It is USAID policy to limit its substantial involvement only to the following elements, which are essential to meet program requirements (ADS 303.5.11a (PDF 542KB))

• approval of annual implementation plans;
• designation of key positions and approval of key personnel, generally "no more than five positions or five percent of Recipient employees working under the award", whichever is greater;
• Agency and recipient collaboration or joint participation, such as, selection of advisory committee members or membership by USAID in advisory committees, selection of subaward recipients, approval of Recipient's results monitoring and evaluation plans, and redirection because of interrelationships with other projects; and
• authority to immediately halt a construction project.

8. Are there cost issues in results-oriented assistance that have not been a factor in traditional grants and cooperative agreements? Most cost-issues are the same. However, under results-oriented assistance, as under performance-based service contracts, performance measurement takes on added importance. Therefore, there may be increased costs of monitoring and evaluation on the part of the Recipient to measure the results achieved and report them back to the Agency.

9. What are the risk factors and accountability issues to be considered in the design and use of results-oriented assistance instruments? The fundamental risk and accountability issue affecting all types of instruments awarded by USAID is the potential for micro-management. When substantial involvement is anticipated in an assistance relationship between the USAID Technical Office or Strategic Objective Team and the Recipient, a cooperative agreement must be used. Substantial involvement is not a device to provide undue administrative oversight or detailed operational control. USAID has effective ways of enforcing accountability for performance. However, it must not confuse performance with an unconditional guarantee. USAID shall, among other things,

• Ensure up front that it shares mutual interests with the Recipient.
• Structure the award in such a way as to monitor the Recipient's performance continuously throughout the project. This entails designing a performance monitoring plan which evaluates the Recipient on an on-going basis. Continuous reporting and periodic reporting are fundamental characteristics of assistance instruments that allow both the Agency and its Development Partner to know as early as possible when things are not going as planned and what actions will be necessary by either or both parties to correct them.
• Consider structuring the award with tranche funding to permit periodic reviews and evaluations before additional funding is committed. (This practice is controversial and can be counterproductive if funding periods are too short or it is too rigidly applied).

10. Who decides which assistance applications are funded? The responsibility of the Strategic Objective Team with regard to competitive award procedures is divided among the Agreement Officer, the Activity Manager, and the Cognizant Technical Officer (often the Activity Manager and the Cognizant Technical Officer are the same individual) in the following manner. The Activity Manager is responsible for convening a competitive technical review panel to review and evaluate all proposals for technical selection in accordance with USAID policies and procedures. Once the panel has concluded its technical review and evaluation, to the Activity Manager prepares a written evaluation report indicating which application or applications should be funded, and submits the report to the Agreement Officer. The Agreement Officer, in turn, asserts that the review and evaluation of all proposals were done in accordance with USAID policies and practices. Once the Activity Manager determines which applications will be recommended for funding, the Agreement Officer initiates the pre-award process (ADS 303.5.9 (PDF 542KB)), which culminates in the signing of an award with the recipient.

11. Is there a standard application form or format that is to be used? Current USAID policy requires Applicants to use the Government-wide Standard Form 424 "Application for Federal Assistance" (PDF 200KB) for submitting cost proposals in response to an RFA. Standard guidelines for the technical part of applications are published in each RFA, but applicants may use their own formats for their technical applications.

12. What are the requirements for private contributions for registration of Private Voluntary Organizations (PVOs)? In keeping with the "privateness requirement" legislated by Congress, USAID requires that in order to be eligible for grants and cooperative agreements from development assistance funds, PVOs must register with USAID and show that at least 20 percent of their annual financial resources for their international programs come from non-U.S. Government sources. Requirements and applications for registration may be found on the Office of Private and Voluntary Cooperation's website.

13. What are the requirements for cost-sharing in individual assistance programs? For individual grant programs, unless cost sharing has been specifically mandated in a program or statutory requirement, which is not generally the case at USAID, its application should be flexible and case-specific. It is USAID policy that the principle of cost sharing is an important element of the USAID-Recipient relationship. USAID's policies on whether to include cost-sharing in an assistance award are in USAID's Acquisition and Assistance Policy (PDF 91KB) Directive on Cost-Sharing. It is USAID policy to apply these principles to all non-governmental Recipients -- U.S. and non-U.S., for-profit and non-profit organizations, whether or not they are PVOs.

14. What are the roles, responsibilities, and rights of the Recipient? Recipients must implement the agreed program in accordance with the terms and conditions of the award, all applicable USAID regulations, and OMB circulars.

15. What are the roles and responsibilities of the Agreement Officer relating to USAID grants and cooperative agreements? As a member of the Strategic Objective/ team, "the Agreement Officer bears the legal responsibility for the award and therefore, only the Agreement Officer can take action to enter into, change or terminate the award on behalf of USAID" (ADS 303.3.3a). The responsibilities of the Agreement Officer are to:

• Interpret USAID's assistance policies and procedures and coordinate with the SO Team, applicants and recipients to ensure consistency of interpretation."
• Determine the appropriate type of instrument to be used in accordance with ADS 304.
• Guarantee the integrity of the competitive process by:

(1) approving the Annual Program Statement or the Request for Application prior to publication; and
(2) obtaining a written evaluation report from the competitive review panel asserting that the review and evaluation of all proposals was in keeping with USAID policies and procedures.

• Make a responsibility determination regarding a potential recipient's management competence in implementing a planned activity.
• Develop the instrument which sets out the results that the recipient plans to achieve and all understandings between USAID and the recipient.
• Negotiate costs in the financial plan of the award meet OMB and USAID standards" by:

  (a) requiring the CTO to confirm the necessity of certain costs;
  (b) conducting a comprehensive cost analysis; and
  (c) discussing the cost analysis and supporting information in a Negotiation Memorandum.

• Assure that there no restrictions in the award that go beyond the provisions of the applicable OMB Circulars, USAID Regulation 26, or applicable Standard provisions, unless a deviation has been approved.
• Process necessary deviations.
• Execute the award.
• Prepare and execute amendments to awards as necessary.
• Initiate actions when terminations or suspensions are necessary.
• Maintain the official Agency files for each grant or cooperative agreement.

16. What are the roles and responsibilities of the Activity Manager? As a member of the Strategic Objective Team, the Activity Manager is responsible for ensuring that USAID exercises prudent management over assistance funds prior to awards by:

• Preparing competitive announcements or writing a justification for an exception to competition.
• Managing the process of technical evaluation of applicants on behalf of the Agreement Officer, including performing a past performance review, conducting elements of the pre-award survey, and providing technical analysis of specific costs when requested by the Agreement Officer.
• Determining if the applicant's program description is responsive to a published USAID competitive notice or is otherwise in keeping with established USAID strategic objectives.
• "Recommending the expected level of cost sharing in accordance with specific program requirements.
• Processing all necessary internal USAID authorization papers to request that the Agreement Officer consider awarding a grant or cooperative agreement to a selected applicant, including Program Descriptions with clearly established goals that are realistic, measurable, and represent the highest objective that the recipient can expect to materially affect and for which it will be held accountable.
• Assisting the Agreement Officer in determining the potential recipient's level of technical and managerial competence.

17. What are the roles and responsibilities of the Cognizant Technical Officer? While typically the Activity Manager may assume the responsibilities and role of the Cognizant Technical Officer (CTO), it is important to note that the CTO is the individual who is designated by the Agreement Officer to administer certain aspects of the assistance instrument. The Cognizant Technical Officer is responsible for ensuring that USAID exercises prudent management over specific assistance awards for which they are designated as CTO by:

• Monitoring and evaluating the recipient and the recipient's performance during the award by:
  • maintaining contact including site visits and liaison with the recipient; reviewing and analyzing all performance and financial reports, as well as verifying timely delivery;
  • assuring compliance with the terms and conditions of the award;
  • carrying out all responsibilities as delegated by the Agreement Officer in the Schedule of the award or noted under the "Substantial Involvement" section of Cooperative Agreements;
  • promptly notifying the Agreement Officer of any developments which could have a significant impact on the award;
  • and preparing internal documents to support amendments to the award.
• Evaluating the recipient's program effectiveness at the end of the program and submitting a final report to the Agreement Officer and the Activity Manager.

18. If civil unrest or natural disasters cause the evacuation of USAID and US Embassy personnel, what evacuation assistance is available to Recipients? Recipients should immediately contact their Agreement Officer to obtain detailed instructions on how best to proceed. In the event that the Recipient is unable to reach the Agreement Officer, the Recipient should make its own decision as to whether to evacuate. Costs relating to an evacuation, like all costs must be reasonable and shall not exceed that which would be incurred by a prudent person under the circumstances prevailing at the time the decision is made to incur the costs. In determining the reasonableness of a given cost, consideration should be given to the totality of the circumstances, considering their responsibilities to the organization, its members, employees, and clients, the public at large, and the Federal Government.

19. Do Recipients have to evacuate their U.S. personnel? The Recipient is an independent organization, and as such, must make its own decisions regarding evacuations. However, it is advisable, in order to limit potential future or controversy or misunderstanding, to give due consideration to the Agreement Officer's detailed guidance and instructions.

20. How much involvement can I as a USAID Cognizant Technical Officer have under substantial involvement? Substantial involvement is limited to the items listed in ADS 303.5.11a and must be directly and specifically tied to the Program Description of the cooperative agreement. The intended purpose of CTO involvement during the award is to assist the Recipient in achieving the supported objectives of the agreement.

21. How much USAID involvement should I expect as a Recipient? Recipients may expect substantial involvement that is permitted by USAID policy in ADS 303.5.11a. As in all partnerships, there will also be reasonable give-and-take throughout the award period. However Recipients should not be expected to tolerate micro-management by USAID staff. The Agreement Officer should seek to ensure that Agency staff do not over-reach in this regard.

22. What requirements can be included in the Recipient's workplan(s)? There are currently no mandatory USAID standards in this regard. Agency technical staff have an appropriate amount of discretion. However, imposition of administrative requirements that exceed those permitted by USAID Regulation 26 is prohibited.

23. What other approvals by USAID are allowable, if any? Generally, for other than high-risk Recipients (see 22 CFR 226.14), no approval rights may be reserved in excess of those provided for in 22 CFR 226.25 and certain circumstances set forth in other provisions of Regulation 26, without a formal USAID deviation.

24. What are indirect costs and how are they determined for new applicants? Indirect costs are those costs which are allocable to a particular cost objective, such as a grant, cooperative agreement, procurement contract, service, or other activity, in accordance with the relative benefits received. OMB Circular A-122 (or other OMB Circulars for certain other types of Recipients) provides guidance for non-profit organizations as to appropriate indirect cost allocation bases and methods, by stating that the distribution base may be total direct costs (excluding capital expenditures and other distorting items, such as major subcontracts or subgrants), direct salaries and wages, or other bases which result in an equitable distribution.

An indirect cost proposal should be submitted once an organization has been notified of an award that will allow for the reimbursement of indirect cost via an indirect cost rate. Generally, this proposal should be submitted as soon as possible after award. This proposal should be based on actual cost data adjusted for any known or expected deviations from historical experience. Normally a provisional indirect cost rate will be established based on the indirect cost proposal. Once an organization has established an adequate indirect cost rate structure approved by the Office of Overhead/Special Costs and Contract Closeouts Branch (OP/PS/OCC) of USAID, its provisional rates are generally updated on a yearly basis. They can be updated sooner when circumstances warrant it. Once an organization has awards with USAID based on an accepted established indirect cost rate structure, agreement has been reached on how costs are to be allocated to awards/contracts. Accordingly, any modification of the allocation methodology constitutes a change in these agreements and thus as a matter of policy requires prior approval from USAID.

25. What accounting standards need to be followed by new applicants? New applicants are free to use their existing accounting, record keeping and overall financial management systems, so long as they meet the applicable standards in Regulation 26, particularly 22 CFR 226.21.

26. What are allowable costs? To be allowable under an award, costs must meet the following criteria:

• Be reasonable for the performance of the award and allocable thereto under the applicable cost principles (OMB Circular A-122 or other circulars),
• Conform to any limitations or exclusions set forth in the applicable cost principles or the award as to types or amount of cost items,
• Be consistent with policies and procedures that apply uniformly to both federally financed and other activities of the organization,
• Be accorded consistent treatment,
• Be determined in accordance with generally accepted accounting principles (GAAP),
• Not be included as a cost or used to meet cost sharing or matching requirements of any other federally-funded program in either the current or a prior period, and
• Be adequately documented.

Allowability of costs are determined by the Agreement Officer in accordance with the cost principles applicable to the entity incurring the costs and can be found under OMB Circulars A-122, A-87, and A-21.

27. When host country NGOs participate as sub-recipients, to what extent do USAID/OMB accounting rules apply to these NGOs that are small and have limited resources? In accordance with OMB Circular A-110, Recipients are accountable for the use of the funds provided to sub-recipients. Therefore, it is the responsibility of the Recipient to follow monitoring procedures in accordance with OMB Circular A-133 to ensure that sub-recipients are in compliance and have made adequate accounting, recording keeping, and financial management systems. Depending upon the sub-recipients' level of sophistication, the Recipient needs to ensure, at a minimum, that the sub-recipient's systems, like the Recipient's, provide for the following:

(1) records that identify adequately the source and application of funds for USAID-sponsored activities;

(2) effective control over and accountability for all funds, property, and other assets;

(3) procedures for determining the reasonableness, allowability, and allocability of costs; and

(4) accounting records that are supported by documentation that at a minimum will identify, segregate, accumulate, and record all costs incurred under a sub-award. The responsibilities set forth in the two previous paragraphs apply to all Recipients vis-a-vis all sub-recipients. This is the case as a policy matter even though non-U.S. sub-recipients, like non-U.S. Recipients, are technically exempt from OMB Circulars A-110 and A-133. The Recipient must ensure that sub-recipients have the potential ability to comply with USAID Regulation 26, Parts 226.20-226.28, because USAID will hold the Recipient responsible.

28. What is the relationship between the Recipient, USAID Mission and U.S. Embassy? The relationship between a Recipient, the USAID Mission and U.S. Embassy is as follows:

The Ambassador, as Chief of Mission, is responsible for all "official" Americans in country. The Recipient and its employees, who are not citizens of the Cooperating Country but are citizens of the United States, are not considered part of the official U. S. delegation. The Recipient's employees shall maintain their private (non-official) status and may not rely on local U.S. Government offices or facilities for support while under the award.

As long as prior budget approval for international travel has been incorporated into the award by the Agreement Officer, then a separate notification is not necessary, unless, the primary purpose is to work with USAID Mission personnel or the Recipient expects significant administrative or substantive programmatic support from the Mission. Where there is a security concern in a specific region, Recipients may choose to notify the U.S. Embassy of their presence when they have entered the country. This is especially important for long-term postings.

Even though the Recipient and its employees are not considered part of the official U.S. delegation, they must adhere to the following limitations and prohibitions which apply to direct-hire USAID personnel employed by the Mission.

Pursuant to 22 CFR Part 136, the sale of personal property or automobiles by Recipient employees and their dependents in the Cooperating Country to which they are assigned is prohibited, unless the prohibition conflicts with Cooperating Country regulations.

Other than work performed under the award for which an employee is assigned, no employee shall engage directly or indirectly, either in the individual's own name or in the name or through an agency of another person, in any business, profession, or occupation, nor shall they make loans or investments to or in any business, profession or occupation in the Country to which the employee is assigned.

The Recipient's employees are expected to show respect for the Cooperating Country's conventions, customs, and institutions, to abide by its applicable laws and regulations, and not to interfere in its internal political activities.

If the conduct of any Recipient employee is such that it is not in accordance with the above, then the Recipient's Chief of Party is to consult with the USAID Mission Director and the employees involved. The Mission Director shall recommend the appropriate course of action with regard to the employee.

The Recipient recognizes the rights and authority of the U.S. Ambassador to direct the removal from a country of any U.S. citizen or the discharge from an award of any third country national when, in the discretion of the Ambassador, the interest of the United States so requires.

Finally, if it is determined that the services of any employee shall be terminated under points four or five, then the Recipient shall use its best efforts to cause the return of the employee to the United States or point of origin.

29. What is the payment process for USAID awards? The payment methods for Recipients seek to minimize the time elapsing between the transfer of funds from the United States Treasury. The payment methods have their origin in Treasury Department regulations 31 CFR Part 205.

Recipients will be paid in advance, provided that they maintain or demonstrate the willingness to maintain written procedures that minimize the time elapsing between the transfer of funds and the disbursement by the Recipient, and maintain financial management systems that meet the standards for fund control and accountability as established by USAID's assistance regulations (22 CFR 226.21). This is the principal method of payment for nonprofit organizations, based on fundamental, long-established U.S. Government regulations.

Cash advances to a Recipient are limited to the minimum amounts needed and are timed in accordance with actual, immediate cash requirements in carrying out the purpose of the approved program or project.

Whenever possible, advances will be consolidated to cover anticipated cash needs for all awards made by USAID to the Recipient, via advance payment mechanisms such as a USAID Letter of Credit, Treasury check or electronic funds transfer. Requests for Treasury check advance payment are to be submitted on SF-270, "Request for Advance or Reimbursement" form.

If a Recipient does not maintain financial management systems that meet the standards for fund control and accountability, then USAID may use the reimbursement method within 30 days after receipt of a proper billing.

On the other hand, if a Recipient cannot meet the criteria for advance payments and USAID has determined that reimbursement is not feasible because the Recipient lacks sufficient working capital, the USAID Agreement Officer may authorize payment on a working capital advance basis. Under this procedure, USAID will advance cash to the Recipient to cover its estimated disbursement needs for the initial period, generally 30 days. Subsequently thereafter, USAID will reimburse the Recipient for its actual cash disbursements. The working capital advance method of payment will not be used for Recipients who are either unwilling or unable to provide timely advances to their sub-recipients to meet their actual cash disbursement needs.

Unless otherwise required by statute (which is rarely the case), USAID will not withhold payments for proper charges made by the Recipient at any time unless the Recipient has failed to comply with the project objectives, the terms and conditions of the award, or federal reporting requirement, or is delinquent on a debt to the United States. Even when Recipients are delinquent on a debt to the United States, withholding and offset of payments are disfavored by federal debt collection policy (except when absolutely necessary) because such techniques can interfere with the conduct of important Agency-supported programs.

30. What is the Agency Strategic Framework? The Agency Strategic Framework is a simple diagram of Agency goals, objectives, and program approaches drawn from USAID's Strategic Plan. It establishes a basis for organizing strategy, performance reviews, budgeting, and external reporting.

31. What about Agency program approaches? The Agency program approaches are the primary ways -- the kinds of program and policy interventions -- through which USAID contributes to Agency goals and objectives in a country. These approaches build on successful strategies currently being used in the field. USAID's senior technical and policy advisers have refined the approaches to ensure that they reflect current best practices.

32. What is the relationship between the Agency Strategic Framework and country and other programming? All country, regional and global programs must contribute to the Agency-wide goals and objectives represented in the Agency strategic framework. Every proposed Strategic Plan (country, regional or global) must include a discussion of the linkage of the strategy to Agency goals and objectives. Each operating unit's Strategic Objective must be linked to one Agency goal. It may be linked to other Agency goals on a secondary basis if necessary. Each operating unit's Strategic Objective should also be linked to one or more Agency objectives within its primary goal.

33. Why have indicators been developed for the Agency strategic framework? Agency-wide working groups have developed indicators to monitor the progress of countries toward Agency goals and objectives, both for USAID-assisted countries and for non-presence countries. This information will help assess Agency performance and report on it in USAID's annual report on performance.

34. Can we attribute any changes in these country indicators to USAID's programs? Don't they represent high level changes in country conditions that are often far removed from what we do on the ground? Certainly, there are only a few cases in which USAID can directly link the results of specific USAID interventions to changes in these country level indicators. But these indicators related to Agency goals and objectives do provide an important frame of reference for analyzing country programs and Agency performance. These are the key development challenges, which USAID wants to address with Development Partners.

35. How will information on Agency indicators be factored into budget decisions? Performance data is used in budget decision-making along with other factors, e.g. country need and country commitment, as well as Congressional directives and earmarks. With additional contextual information, the Agency indicators provide a reasonable picture of a country's development status, how that country compares to other countries in critical development areas, and how that country is progressing over time. This is an important reference point for analyzing USAID's contribution. It also provides a clearer basis for Agency-wide Strategic Planning and reporting under the Government Performance and Results Act of 1993 (the GPRA). These kinds of data (along with other information on program performance, policy priorities, technical capabilities, and foreign policy significance) are already being used by USAID managers at all levels in setting priorities and allocating budgets.

The Agency indicators could be likened to warning lights. If countries fail to make progress with respect to Agency goals and objectives, or even slip back, that's cause for concern. Similarly, if a country performs particularly well, the Agency would want to understand that, too. The warning lights don't provide answers, but do raise important questions.

36. Analyzing these kinds of data is complicated and requires sector and country knowledge. How will this analysis be carried out? Who participates? Analysis of the indicator data will be a part of the program and budget reviews of each sector. These reviews will draw upon expertise from the Bureau for Policy and Program Coordination, the regional bureaus, and the technical staff from the pillar bureaus. These data may also be used by operating units themselves as a basis for relating the performance of their programs to broader development changes.

37. Won't getting all these data on Agency goals and objectives be an enormous burden on Missions? Wherever possible, the Agency working groups selected indicators for which data are available from secondary sources. Such data are fairly established in areas like economic growth, population, and health. In newer program areas like environment and democracy, USAID may need to be more proactive in developing indicators and collecting data--along the lines of USAID's pioneering work in creating a worldwide demographic and health data base.

While USAID has tried to minimize the burden on Missions and other operating units in collecting data on these performance indicators, there may be occasions when data on specific indicators may be requested. Any decisions will be made judiciously and in consultation. Better data are only worth getting if their value to the Agency outweighs the costs of collecting them.

38. How should Missions use the Agency indicators in their programming? Should Missions specifically design their programs to affect the Agency indicators? Missions should certainly design programs around the Agency goals and objectives, which reflect what USAID would like to achieve as an Agency, but NOT around the Agency indicators themselves. These Agency indicators represent the best data USAID can obtain from secondary sources and reflect national level changes that are substantially beyond most Missions' manageable interest and the scope of their Strategic Objectives. Changes in these indicators are likely to be only indirectly linked to Mission programming and budgeting, which should more directly reflect a Mission's performance in achieving its own Strategic Objectives and intermediate results. The Agency indicators are not necessarily the best indicators of what USAID programs are trying to accomplish in particular countries, but reflect practical considerations and world-wide availability. Certainly, such high level Agency indicators should not drive Mission programming.

39. Are there any plans to update or revise the framework and indicators based on experience? Yes, the current framework and indicators aren't perfect. These represent an important first step in systematically setting out and tracking Agency goals and objectives. Each year, as part of the Agency-wide sector review, goals, objectives and indicators will be updated, as necessary.

40. How can Agency and Development Partner staff contribute to changes in the Agency Strategic Framework and indicators? In addition to the more formal Agency-wide annual review mentioned above, USAID welcomes hearing your suggestions, concerns, or issues with the Strategic Framework and indicators at any time. Please communicate your views to webmaster@dec.cdie.org. General inquiries related to USAID may be directed to the appropriate contact at the USAID Contact page.