EQUIP2 Final Report.pdf - Education Policy Data Center
EQUIP2 Final Report.pdf - Education Policy Data Center
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