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EQUIP2 Final Report.pdf - Education Policy Data Center

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Conclusions<br />

33<br />

Conclusions<br />

As <strong>EQUIP2</strong> draws to a close, it is important to both reflect on the past and<br />

look forward to the future. According to members of the <strong>EQUIP2</strong> education<br />

policy expert team, important lessons were learned from the <strong>EQUIP2</strong><br />

experience that can provide USAID with insights into the mechanism,<br />

management, and research conducted by the Leader award. Looking ahead,<br />

consortium members reflect on how <strong>EQUIP2</strong>’s work relates to a changing<br />

education landscape represented by USAID’s 2011 education strategy.<br />

LOOKING BACKWARD: LESSONS LEARNED<br />

As this report was being prepared, members of <strong>EQUIP2</strong>’s education policy<br />

expert team were asked to reflect on the successes and challenges of their<br />

work. The lessons relate to the mechanism itself, the management of the<br />

Leader award, and the research that was conducted.<br />

The lessons, described in depth below, include the following key insights:<br />

• It is important to include safeguards for implementers in funding<br />

mechanisms similar to <strong>EQUIP2</strong>.<br />

• The pre-competed nature of the EQUIP awards led to more realistic<br />

project design.<br />

• When designing mechanisms that have a Leader and associate award<br />

component, it is useful to have a formal link between them to ensure<br />

effective knowledge translation from research to projects.<br />

• Collaborative partnerships among competitive organizations are difficult<br />

to maintain.<br />

• Consistent, collaborative leadership from both USAID and the<br />

implementing partner allowed the Leader award’s research agenda to have<br />

both breadth and depth.<br />

These lessons can be useful in USAID’s future planning and programming.<br />

It is important to include safeguards for implementers when<br />

designing funding mechanisms similar to <strong>EQUIP2</strong>.<br />

Because the associate awards were cooperative agreements rather than<br />

contracts, there were fewer safeguards for implementers. As described below,<br />

one of the challenges faced by associate award implementers was inherent to<br />

the nature of cooperative agreements. In some cases, missions chose to use

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