USAID Bureau for Management AN INTRODUCTION

“Operational Excellence Through The Delivery of Mission-Critical Goods and Services”

SUPPORTING DEVELOPMENT WORLDWIDE

PRODUCED BY: M BUREAU COMMUNICATIONS ~ POSTED JANUARY 23, 2013

Contents I. Bureau Overview ..........................................................................................................................1

Bureau at a Glance ...............................................................................................3 Offices and Divisions ...........................................................................................4 Leadership Biographies .......................................................................................5 Office Directors and Division Chiefs ..................................................................8 Email Quick List ..................................................................................................9

II. The Offices In Depth ..................................................................................................................11

• Assistant to the Administrator (AA/M) .........................................................12 • Office of Acquisition and Assistance (M/OAA) ...........................................13 • The Acquisition and Assistance Process ........................................................15 • Office of the Chief Financial Officer (M/CFO) .............................................17 • Office of the Chief Information Officer (M/CIO) .........................................21 • Office of Management Policy, Budget and Performance (M/MPBP) ...........23 • The Budget Process ........................................................................................26 • Office of Management Services (M/MS) ......................................................28

III. Reference Information ..............................................................................................................31

Agency History ....................................................................................................32 How USAID Is Organized ...................................................................................34 Workforce Staffing Levels ...................................................................................37 Frequently Used Terms ........................................................................................38 Acronyms .............................................................................................................44

2

Section I. Bureau Overview

3

By The Numbers*

v Oversee Agency $1.59bn operating expenses (OE)1

v $430m M Bureau OE2 v $33.1 in assets3 v 418 direct hire

employees4 v 1,065 partnerships with

3,025 partners supported since 2001 through grants and assistance agreements5

____________________ 1) FY 2012 Request, in FY 2013 CBJ 2) FY 2012, in 2014 M Bureau Budget Summary 3) FY 2012 Agency Financial Report 4) FY 2012 Estimate, in FY 2013 CBJ 5) Global Development Alliance Annual Program Statement FY 2012

Bureau At A Glance The Bureau for Management supports USAID’s development mission worldwide through the provision of mission-critical goods and services. These include management policy and performance, the awarding and oversight of contracts, grants and assistance; information technology; travel, transportation and property; the Agency’s operating expense budget; and accounting, financial controls and reporting.

Key Functions • Office of the Assistant Administrator (AA/M). Centralized management support for Agency

operations worldwide and principal advisor to the Administrator. • Office of Management Policy, Budget and Performance (M/MPBP). Operating expense budget

planning and implementation, management policy formulation, performance monitoring and administrative support services in support of USAID Forward reforms.

• Office of Acquisition and Assistance (M/OAA). Contract, grant and assistance instruments, negotiated and administered efficiently, effectively and fairly to obtain the best services and goods at reasonable cost.

• Office of the Chief Information Officer (M/CIO). Modernization of technology, support of organizational efficiencies, and compliance with the legal requirements and reforms.

• Office of the Chief Financial Officer (M/CFO). Sound financial management practices through the timely collection and dissemination of accurate financial information, advisory, and analytical services.

• Office of Management Services (M/MS). Administrative and logistical support services to ensure increased efficiency and economy of operation.

Assi

stan

t to

the

Adm

inis

trato

r, Bu

reau

for

Man

agem

ent

Office of Acquisition & Assistance

Office of the Chief Financial Officer

Office of the Chief Information Officer

Office of Management Policy, Budget and

Performance

Office of Management Services

4

Offices and Divisions

5

Leadership Biographies

Angelique Crumbly, Acting Assistant to the Administrator Ms. Crumbly is a management professional with 20 years of experience in the public sector. She is a member of the U.S. Government Senior Executive Service and is currently Acting Assistant to the Administrator, Bureau for Management (M), at the U.S. Agency for International Development (USAID) in Washington, DC. As the head of the Bureau for Management (M), Ms. Crumbly has oversight of five offices consisting of the Chief Information, Financial and Acquisition Officers as well as Operational Budget and Real Property Officers, and staff totaling approximately 1,040. In building her public service career, Ms. Crumbly has served in key positions throughout USAID, including as a Procurement Analyst and

Contract Specialist in the Office of Acquisition and Assistance, as Chief of the Policy and Technical Division in the Office of Food for Peace, as Senior Advisor to the Agency Counselor and Officer-in-Charge of the Bureau for Management, Director of the Office of Management Policy, Budget and Performance (MPBP), and most recently, as the Senior Deputy Assistant Administrator in the Bureau for Management. Each position has added more depth to her strategic organizational vision, which she has used to achieve management goals. A senior executive with an outstanding record of success in the fields of procurement, information technology and budget, Ms. Crumbly has led management reviews, cost savings, and streamlining initiatives resulting in the creation of sound business policies and management systems. She is responsible for managing the formulation of the Agency’s operational budget and execution of the agency’s programmatic budget totaling approximately $ 14 billion. Her leadership at USAID has produced effective business solutions resulting in streamlined and innovative humanitarian assistance and development programs. She holds a Bachelor’s Degree in International Politics from The George Washington University and a Master’s Degree in Public Management from Georgetown University. Her accolades include several Honor Awards from the U.S. Agency for International Development. Jon Brause, Deputy Assistant Administrator

Jon Brause currently serves as the Deputy Assistant Administrator in the Bureau for Management. Prior to his current position, Brause was the Deputy Assistant Administrator for Democracy, Conflict, and Humanitarian Assistance, responsible for food aid and food security activities, and humanitarian policy. Before that, he was the Special Assistant to the President and Senior Director For Relief, Stabilization, And Development in the National Security Council’s (NSC's) directorate of International Economic Affairs. In that capacity, Brause’s portfolio included coordinating the U.S.

6

Government’s development and reconstruction efforts as well its response to humanitarian crises. Brause coordinated and managed the U.S. foreign assistance budget and a wide array of issues ranging from HIV/AIDS and malaria, to anti-corruption and stabilization efforts. Prior to his role in the NSC, Brause served as the Director of the Office of Program, Policy, and Management at USAID. While there, it was Brause’s responsibility to coordinate all bureau-level policy and management issues related to disaster assistance, food aid, democracy programs, military interaction and conflict. Prior to his selection, Brause served as a Senior Policy Advisor to USAID Administrator Andrew S. Natsios and monitored humanitarian and development policy with a focus on Africa and Latin America and the Caribbean. Brause has 20 years of experience in USAID covering procurement issues, operational and budgetary policy, and the programming and management of humanitarian and developmental resources. During his tenure in the Office of Food for Peace, Brause managed all aspects of U.S. government food aid programming for humanitarian activities worldwide. Brause has also been deeply involved in the development of the U.S. humanitarian assistance policy and programs for North Korea. For the past 16 years, he has worked closely with donor governments, representatives from the North Korean government, the World Food Program and the NGO community to ensure that U.S. contributions to North Korea were efficiently programmed and effectively delivered. John Munzer, Deputy Assistant Administrator

Deputy Assistant Administrator for Management John Munzer was appointed in March 2011. Previously Associate Director in the Governor of Illinois’ Office of Management and Budget, he has led successful enterprise-­‐wide operational initiatives, including implementation of the American Recovery and Reinvestment Act, realignment of administrative functions and business processes, and management of operational studies of multiple large agencies. Before that, Munzer held management positions at Lissner Associates, iXL/Scient, PricewaterhouseCoopers/IBM, and SNET/AT&T. Born and raised in New York City, Munzer earned a BA with honors from Brown University and an MBA from Yale. He lives with his wife and son in Washington DC.

Angela McNerney, Director, Office of Management Policy, Budget and Performance As Director of the Office of Management Policy, Budget and Performance, Angela McNerney’s scope of responsibility includes managing USAID’s operational budget, management policies and monitoring management performance against targets. McNerney joined USAID in 1990 as an intern in the Office of Procurement and assumed progressively greater responsibility for ten years, holding positions in the Office of Food for Peace and Africa Bureau. She went on to join the National Institute of Standards and Technology, where for seven years she served as Grants Officer and Chief Grants and Agreements Management. In 2007 she

rejoined the Agency as a supervisory budget analyst and was promoted to her current position in 2011. McNerney holds an M.B.A from Columbia Union College and a B.B.A from Marymount University.

7

Aman S. Djahanbani, Sr. Procurement Executive & Director, Office of Acquisition and Assistanc Aman S. Djahanbani brings the perspective of a career Foreign Service Officer to his multi-tiered role as USAID’s Senior Procurement Executive, Chief Acquisition Officer, and Director of the Office of Acquisition and Assistance. Before assuming his current position, Djahanbani worked overseas since 1998. He has served as a Supervisory Contracting Officer for USAID in Pakistan, Peru, Jordan and Ghana. Before that he worked at USAID headquarters, leading several divisions in the Office of Acquisition and Assistance. He began his procurement career with the U.S. Department of Defense, where he worked for more than a decade at the Naval Regional

Contracting Center in Washington DC, Saudi Arabia, and Singapore. In Saudi Arabia, he supported the U.S. Sixth Fleet in the Persian Gulf, Red Sea, and North Arabian Sea and Desert Shield/Storm Operations. In Singapore he supported the U.S. Seventh Fleet and the POW/MIA efforts. Djahanbani holds a Master’s degree in Public Administration from George Mason University. Jerry Horton, Chief Information Officer

CIO Jerry Horton brings a wealth of experience in both the public and private sectors to USAID, where his responsibilities include information management, business services, infrastructure operations, and cyber security. Before joining the Agency in 2009, he served as Associate Director and CIO for the U.S. Mint. Before joining the government, Horton worked in the dot-com field after progressing through the IT leadership ranks at Motorola Semiconductor, ultimately leading the New Technology Development group there. Before that, Horton led a major IT projects including a large-scale technology transition for the EPA; initiation of the

global customer support operation for nCube, a supercomputer manufacturer; working as a developer for Cray Computer Corporation, and starting the software development group of Shepard’s/McGraw-Hill. Horton graduated from the University of Colorado with a B.A. in Political Science. His studies included computer science and journalism as well. John Peevey, Director, Management Services

Director of the Office of Management Services John P. Peevey joined the Agency in 1985 as a Commodities Officer and served in Nairobi, Kenya as part of REDSO/East Arica. In 1991 John became an Executive Officer and served in the USAID Missions for REDSO/WA, Bolivia, Sri Lanka, India, Indonesia and Colombia. He became the Director of Management Services in March 2011. Throughout his distinguished career he has received numerous awards including an award from the Governor of Aceh Province, Indonesia in 2007 for Tsunami Reconstruction. Prior to working for USAID he was the Chief of Party for IHAP (a PVO) in the Republic of Djibouti, and was a consultant for the Development Assistance Corporation

in Saudi Arabia and the Center for Middle East and African Affairs in Boston, Massachusetts. John began his overseas work as a Peace Corps volunteer in Senegal. He has undergraduate and graduate degrees from the University of Wisconsin as well as a Master’s of International Management from the American Graduate School of International Management (Thunderbird).

8

Office Directors and Division Chiefs

ANGELIQUE CRUMBLY, ACTING ASSISTANT TO THE ADMINISTRATOR Jon Brause, Deputy Assistant Administrator

John Munzer, Deputy Assistant Administrator

M/CFO M/CIO M/OAA M/MPBP M/MS CFO Vacant Deputy CFO Kent Kuyumjian Audit, Perf. & Compliance Gloria White Central Accounting & Reporting Tom Clarkson Cash Mgmt. & Payment Cathy Collins Fin. Systems Michael Bowanko Wash. Fin. Svcs. Richard Bachman Payroll Angela Burkard Fin. Policy & Support Robert Pedraza IPR Vacant

CIO Jerry Horton Information Assurance Bill Morgan Info. & Process Mgmt. Vacant IT Operations Sukhvinder Singh IT Svc. Deliv. Vacant Planning & Administration Vacant

Director Aman Djahabani Deputy Dirs. Mark Walther (Ops.) Neil Price (Overseas) FUNCTIONAL DIVISIONS Compliance Vacant Cost, Audit & Support Steve Tashjian Evaluation Suzanne Johnson Policy Diane Howard Transportation Vacant CONTRACT DIVISIONS DCHA Vacant Global Health Bruce Baltas GDA, Regional & Other Dwight Stevens EGAT Joseph Lentini

Director Angela McNerney Deputy Dir. Colleen Allen Administrative Management John Conboy Budget Dean Koulouris Performance Subhi Mehdi Policy Lisa Glufling

Director John Peevey Headquarters Management Taro Jones Information and Records Management Lynn Winston Overseas Management Carolyn "Teddy" Bryan Travel & Transportation Frances Staunton

9

Email Quick List Note: Vacant Positions Not Listed

Office of the Assistant to the Administrator (AA/M) Angelique M. Crumbly acrumbly@usaid.gov Acting Assistant to the Administrator Jon Brause jbrause@usaid.gov Deputy Assistant Administrator John Munzer jmunzer@usaid.gov Deputy Assistant Administrator Office of Acquisition and Assistance (M/OAA) Aman Djahanbani, M/OAA/OD adjahanbani@usaid.gov Director Mark Walther, M/OAA/OD mwalther@usaid.gov Deputy Director, Operations Neil Price, M/OAA/OD nprice@usaid.gov Deputy Director, Overseas Operations Diane Howard, M/OAA/P dhoward@usaid.gov Chief, Policy Division Suzanne Johnson, M/OAA/E sjohnson@usaid.gov Chief, Evaluation Division Joseph Lentini, M/OAA/EGAT jlentini@usaid.gov Chief, Economic Growth, Agriculture & Trade Division Denise Scherl, M/OAA/TC dscherl@usaid.gov Chief, Transportation Division Dwight Stephens, M/OAA/GRO dstephens@usaid.gov Chief, GDA, Regional & Other Division Steve Tashjian, M/OAA/CAS stashjian@usaid.gov Chief, Cost, Audit & Support Division

Office of the Chief Financial Officer (M/CFO) Kent Kuyumjian, M/ICFO kkuyumjian@usaid.gov Deputy CFO – Washington Mary Eileen Devitt, M/ICFO medevitt@usaid.gov Deputy CFO – Overseas Richard Bachman, M/CFO/WFS rbachman@usaid.gov Chief, Washington Financial Services Division Michael Bowanko, M/CFO/FS mbowanko@usaid.gov Chief, Financial Systems Division Angela Burkard, M/CFO/P aburkard@usaid.gov Chief, Payroll Division Thomas Clarkson, M/CFO/CAR toclarkson@usaid.gov Chief, Central Accounting & Reporting Division Cathy Collins, M/CFO/CMP ccollins@usaid.gov

1 0

Chief, Cash Management & Payment Division Gloria White, M/CFO/APC gwhite@usaid.gov Chief, Audit, Performance & Compliance Division Office of the Chief Information Officer (M/CIO) Jerry Horton, M/CIO jehorton@usaid.gov Chief Information Officer Jay Mahanand, M/CIO (Deputy CIO) jmahanand@usaid.gov Deputy CIO William Morgan, M/CIO/IA wmorgan@usaid.gov Chief, Information Assurance Division Sukhvinder Singh, M/CIO/O&M ssingh@usaid.gov Chief, IT Operations Division Office of Management Policy, Budget and Performance (M/MPBP) Angela McNerney, M/MPBP/OD amcnerney@usaid.gov Director Colleen Allen, M/MPBP/OD coallen@usaid.gov Deputy Director John Conboy, M/MPBP/AMD jconboy@usaid.gov Chief, Administrative Management Division Lisa Glufling, M/MPBP/POL lglufling@usaid.gov Chief, Policy Division Dean Koulouris, M/MPBP/BUD ckoulouris@usaid.gov Chief, Budget Division Subhi Mehdi, M/MPBP/PERF smehdi@usaid.gov Chief, Performance Division Office of Management Services (M/MS) John Peevey, M/MS/OD jpeevey@usaid.gov Director Carolyn Bryan (Teddy), M/MS/OMD cbryan@usaid.gov Chief, Overseas Management Division Taro Jones, M/MS/HMD tarjones@usiad.gov Chief, Headquarters Management Division Frances Staunton, M/MS/TTD fstaunton@usaid.gov Chief, Travel and Transportation Division Lynn Winston, M/MS/IRD lwinston@usaid.gov Chief, Information Resources Division

Section II. The Offices In Depth

12

Office of the Assistant Administrator (AA/M)

The Assistant Administrator for Management (AA/M) provides centralized program and management support services for the Agency. AA/M serves as the Agency's principal advisor on matters relating to management and administration. It houses an Assistant to the Administrator and two Deputy Assistant Administrators who oversee and provide general policy and direction to subordinate Bureau for Management offices. AA/M administers a program of centralized support for Agency operations worldwide that include The Bureau is divided into the following organizational units: Accounting and finance; Management policy, control, and audit coordination; Administrative services; Procurement policy and operations; Information resources management; and Overseas support, as well as encouraging business systems modernization throughout the Agency. In addition, AA/M ensures the integrity of administrative, financial and information resources management operations and oversees the Agency’s Chief Information Officer (CIO), the Chief Financial Officer (CFO) and the Procurement Executive.

13

Office of Acquisition and Assistance (M/OAA)

The Office of Acquisition and Assistance (M/OAA) oversees the procurement function of USAID. It is comprised of the Office of the Director and nine divisions. The Office of the Director (M/OAA/OD) manages and directs the Agency's Acquisition and Assistance (A&A) system and commodity transportation, including implementation of the unique acquisition and assistance policies, regulations, and standards of the Agency. The Chief Acquisition Officer certifies to the Administrator, through AA/M, that the USAID A&A system: • Meets approved criteria, • Makes recommendations with regard to the implementation and improvement of the A&A system, • Coordinates Agency A&A training programs, and leads outreach activities. As Procurement Executive, the Director oversees the Agency A&A Ombudsman function, which provides a liaison point between the Agency and external grantees, contractors, and PVOs to address procurement-related concerns. This Office recruits, trains, and assigns Contracting Officers and Commodity Management Officers. This Office also houses the Agency Competition Advocate, who has responsibility for promoting full and open competition in Agency procurement actions. The four Contract Divisions provide professional advisory and operational support to the technical and program components of the Agency that are related to developing and managing the variety of procurement instruments, including contracts, grants, and participating agency agreements. The four Contract Divisions are listed below. • Democracy, Conflict Resolution & Humanitarian Assistance Division (M/OAA/DCHA) provides

acquisition and assistance services for the offices in the DCHA Bureau. • Economic Growth, Agriculture & Trade Division (M/OAA/EGAT) provides acquisition and

14

assistance services for the offices in the EGAT Bureau. • Global Health Division (M/OAA/GH) provides acquisition and assistance services for the offices in

the Global Health Bureau. • GDA, Regional & Other Division (M/OAA/GRO) provides acquisition and assistance services for

the Office of Development Partners, the Administrator's office, Regional Bureaus, the Bureau for Management, and other independent offices.

The Transportation Division (M/OAA/T) serves as the principal backstop for all issues related to transportation and commodity management. M/OAA/T provides acquisition and assistance services for the offices in the DCHA Bureau and for the Air Force, as requested, and is responsible for administering, developing, and monitoring the policies, regulations, and statutes governing the transportation of commodities financed by USAID and those financed under Title II and Title III of Pub.L. 480. The Division administers compliance with the shipping provisions of the Foreign Assistance Act and the requirements of the Cargo Preference Act. It Provides guidance and assistance on the procurement of commodities and implements policies, and Manages the provision of excess government property to Private/Voluntary Organizations (PVOs). The Cost, Audit and Support Division (M/OAA/CAS) develops and implements policies and procedures in the areas of Contractor/grantee financial audits, Audit resolution, Indirect cost and rate agreements, Contract closeouts, Contractor/grantee novation, and Name changes. The Division is responsible for identifying financial audit requirements for Agency contractors and grantees, monitoring the performance of required audits, and for negotiating indirect cost rate agreements. In addition, the Division plans, coordinates, and develops comprehensive operating policies, procedures, and management systems to improve the efficiency and quality of the USAID procurement system. The Division: • Collects Agency contracts data and submits required reports; • Manages and operates A&A systems, such as the contract writing system, the audit resolution status

system, and the indirect cost rate system; and • Serves as the focal point for FedBizOpps Notices. The Policy Division (M/OAA/POL) reviews and interprets the Federal Acquisition Regulations (FAR); and develops and issues the USAID Acquisition Regulations (AIDAR), setting forth policy standards, guidelines, procedures, and instructions regarding USAID contracts. M/OAA/POL develops policy and provides advice and assistance on matters concerning contracting for personal services. The Evaluation Division (M/OAA/EVAL) conducts evaluations of worldwide procurement and assistance operations as required to support the Procurement Executive’s periodic certifications of the Agency’s procurement system. M/OAA/EVAL: • Evaluates contracting requirements of USAID overseas organizations and recommends delegations

of authority; • Reviews direct and host-country contracts and grants and cooperative agreements for conformance

with established acquisition and assistance policies and procedures; • Administers the Procurement Management Certification Program; and

15

• Formulates policy on contractor/grantee and marine insurance matters. The Compliance and Oversight of Partner Performance Division (M/OAA/COPP) develops and provides leadership in implementing the USAID suspension and debarment program both in AID/W and overseas; assures that USAID suspension and debarment activities are managed under procedures which are supportive of the Agency’s mission and are consistent with sound business principles and responsibilities of stewardship of public funds; formulates and develops innovative suspension and debarment techniques tailored to effectively carry out the Agency’s charge to curb waste, fraud, abuse, and poor or no performance on federally-funded projects. The Acquisition & Assistance Process Here is a brief overview of the process by which USAID awards contracts, grants and cooperative agreements to applicants. • Develop Activity (Market Research): Frequently USAID identifies an opportunity to enhance the

delivery of foreign assistance and reaches out to industry to conduct market research. We call this the "develop activity" stage of the grant and contract process.

• Forecast Opportunity: Once the Agency has decided to pursue the awarding of a grant or contract, we inform the public through a "Business Forecast." These forecasts are available for Washington, D.C., and overseas and continually updated.

• Publish Solicitation: o Requests for Application and Annual Program Statements (RFA and APS): Grants.gov is the

authoritative "storefront" for most grants available from the U.S. government. An RFA is usually geared for a specific program(s) and open for a limited time. An APS is normally open for a year and is meant to encourage concept papers on a wider range of programs before the submission of a full application.

o Requests for Quotes or Proposals (RFQ/RFP): Similar to grants, all Federal contracts are announced on FBO.gov.

o Ocean transportation and commodities goods: Partners in these industries may visit USAID Procurement Announcements for a listing of solicitations.

o Consultant Opportunities: These are available at FBO.gov (under Solicitation #SOL-OAA-11-000086).

• Evaluate: For USAID to evaluate an organizational proposal for a contract or a grant, the organization submitting the document must be registered in the Central Contract Registration database. USAID encourages organizations to partner with small business and local partners to the greatest extent possible and sets small business goals within subcontracting plans that contractors are expected to reach. Further, USAID evaluates contractor's past performance in reaching these goals for future awards.

• Negotiate: Organizations are contacted by the Management Bureau/Office of Acquisitions & Assistance (M/OAA) Agreement or Contracting Officers if their proposal or application is being considered for an award. They will negotiate and administer the award with the organization.

• Award: USAID utilizes various acquisition and assistance instruments to implement its activities. Contracts, grants, cooperative agreements and purchase orders are some of the instruments that are

16

negotiated and signed worldwide by USAID. These instruments provide a variety of commodities and technical assistance to support the attainment of the agency's objectives.

There are no restrictions regarding what type of organization (e.g., private voluntary organization, profit-making firm, or non-profit organization) may receive an acquisition or assistance award as the type of organization involved is not a criterion for determining the type of instrument. Therefore, when the correct instrument is a contract, acquisition rules apply even if the implementing organization is a non-profit organization. Similarly, commercial organizations may receive grants. (Source for this section: U.S. Agency for International Development website/Office of Acquisition & Assistance)

17

Office of the Chief Financial Officer (M/CFO)

The Office of the Chief Financial Officer (M/CFO) is composed of the Immediate Office of the CFO and seven Divisions. In addition to the responsibilities conveyed by the CFO Act, the Immediate Office of the CFO (M/CFO/ICFO) directs USAID financial management operations worldwide; directs the development of financial management information for the Agency strategic plan, annual performance plan, annual performance and accountability report and Congressional Presentation; and, in consultation with the Bureau for Foreign Assistance, ensures that reliable, consistent and timely information on program performance is available to meet CFO reporting requirements. M/CFO/ICFO: • Represents the Agency in external settings to discuss areas under the CFO’s authority, including the

General Accountability Office (GAO), Office of Management and Budget (OMB), Department of the Treasury, and the CFO Council;

• Participates as a member of Agency senior management teams such as the Management Control Review Committee (MCRC);

• Establishes policy guidance and standards for management controls and audit management; • Ensures quality in the performance of all overseas controller operations, functions and

responsibilities; • Provides leadership in the assignment process of Foreign Service controller personnel; • Provides leadership in the formulation of policy and operational responsibilities for the Agency’s

credit programs; and • Serves as the Executive Member of the Credit Review Board. M/CFO/ICFO works with the appropriate staff to create, develop and incorporate advances in electronic commerce, outsourcing linkages, and other innovations into the financial systems of the Agency; and develops policies and guidance on administration and program management. M/CFO/ICFO: • Drafts procedures/guidelines for implementation by the Office of the CFO’s component offices;

18

• Directs and oversees CFO budget preparation, justification, and execution; and • Serves as the liaison with administrative management staff and human resources management.

The Financial Systems Division (M/CFO/FS) manages the development and implementation of USAID's worldwide financial system, Phoenix. M/CFO/FS continually coordinates with the M/CIO staff, Department of State, Office of Inspector General (OIG), contractors, system owners, etc., as necessary to implement and maintain financial systems. M/CFO/FS provides steady-state security administration and operational support for Agency financial systems worldwide, including external feeder systems. The Central Accounting and Reporting Division (M/CFO/CAR) administers the financial control and reporting, at the appropriation and account level, of all foreign assistance funds appropriated for Agency program activities and operating expenses. These funds include U.S. dollar and foreign currency appropriations; Special deposit, trust fund, and miscellaneous receipt accounts; Treasury suspense accounts; and Funds appropriated to other government agencies serviced by USAID. M/CFO/CAR manages the Agency's automated on-line systems for administrative control of funds, as well as the Standard General Ledger and Accounts Receivable. The Division controls consolidates the financial information from overseas accounting stations, performing summary accounting functions for the Agency, reconciling all cash accounts with the Department of Treasury, and providing reports to Treasury as required. The Washington Financial Services Division (M/CFO/WFS) serves as the accounting station for USAID/Washington; manages the USAID accruals process and reporting; conducts ongoing reviews for de- obligation of funds; and processes upward adjustments to obligations. The Division • Processes centrally funded commitments and obligations; • Prepares Agency-wide spending reports (i.e., Iraq Program and Tsunami reports); • Processes Bills for Collection; • Researches and applies collections to obligations and advances; • Records incoming reimbursable agreements and collections; and • Records commitments and obligations for miscellaneous obligations and for payroll. The Division also manages the Agency’s direct loan and guaranty programs, including: • Debt collection, • Rescheduling of debts receivable from both foreign and private borrowers, • Credit management, and • Projections of debt receivables for budget purposes. In addition, all U.S. dollars and foreign currency payments received for USAID credit programs are monitored as well as sovereign debtor conformance to Section 620(q) of the Foreign Assistance Act of1961. The Credit Team (M/CFO/WFS/CT) houses the credit-funded employees of the Division.

19

The Cash Management and Payment Division (M/CFO/CMP) maintains the official record of incoming invoices/bills/vouchers and obligations and monitors and obtains administrative approval for headquarters vouchers to ensure delivery of goods and services. M/CFO/CMP processes requests for stop-payment actions through the Department of Treasury; and provides continuous monitoring and management of cash resources flowing to grantees through cash advances, reimbursements, interagency billings, and Letters of Credit. The Division ensures that U.S. Treasury funds drawn by or disbursed to contractors, other government agencies, and grantees are the minimum necessary to cover current operational costs and demands; issues bills for collection, records refunds, and processes adjustments; administers related follow-up actions; and provides financial accounting for contracts, grants, interagency agreements, and other miscellaneous documents, as required. The Payroll Division (M/CFO/P) manages payroll and provides technical guidance on payroll matters for all USAID direct hires. The Division maintains official USAID payroll records and coordinates with the payroll service provider, USDA’s National Finance Center (NFC). M/CFO/P manages the Labor Cost System and an effective time and attendance system, currently the American Electronic Time and Attendance System (AETA). The Audit, Performance and Compliance Division (M/CFO/APC) serves as liaison to the Office of the Inspector General and other staff regarding the development and audit of the Agency’s consolidated financial statements. M/CFO/APC leads a coordinated Agency effort to develop the annual Performance and Accountability Report (PAR), required by the Government Performance and Results Act (GPRA) and the CFO Act. M/CFO/APC: • Manages agency-wide implementation of the Federal Managers Financial Integrity Act (FMFIA),

including providing staff support to the Agency’s Management Control Review Committee (MCRC);

• Develops guidelines for ongoing evaluations; • Reports on the adequacy of systems of internal accounting and administrative control; and • Performs risk analyses and assessments of management control activities. M/CFO/APC also manages the Agency’s Audit Management and Follow- up Program, which includes serving as the Agency focal point for the analysis, tracking, and follow-up of OIG audits and other reports/reviews. Finally, the Division serves as the Agency’s liaison with the General Accountability Office (GAO), providing staff support, scheduling meetings, facilitating the GAO review process at USAID, responding to draft and final reports, and answering Congressional and other inquiries regarding GAO reports. The Financial Policy and Support Division (M/CFO/FPS) provides a broad array of support to overseas Mission Controller operations, including Foreign Service Officer recruitment, training, and assignments. World-wide assignments are made in conjunction with the Office of Human Resources (HR), the geographic Bureaus, and Mission management. M/CFO/FPS is responsible for the formulation of CFO strategic initiatives related to world-wide financial functions and for aligning Mission Controllers’ priorities with the CFO strategy, proactively managing financial management modernization initiatives and best practices. The Division:

20

• Designates Agency cashiers and certifying officers worldwide; • Establishes training standards and coordinates Controller staff training world-wide; • Advises Mission Controllers on a wide range of finance- related issues, such as audit management,

cash management, methods of payments, and the appropriate uses of U.S. Government funds; • Develops and directs a program for assessing Missions’ financial operations, internal controls, and

financial management capabilities; and • Develops and issues Agency-wide financial management policies and procedures, including the

establishment of standard accounting practices. M/CFO/FPS is responsible for financial policy reviews and guidance to other Agency organizational elements world-wide upon request and in response to specific program or operations issues. Finally, M/CFO/FPS manages the employee credit/debit card program.

21

Office of the Chief Information Officer (M/CIO)

The Office of the Chief Information Officer (M/CIO) is responsible for information resources management (IRM), as defined in the E-Government Act of 2002 and OMB Circular A-130, as well as for all Chief Information Officer functions mandated by the Clinger-Cohen Act of 1996, including: • Develops, implements, and maintains Agency strategic and operational planning for all information

and technology management functions; • Performs workforce planning to help the Agency meet its IT/IRM workforce or human capital needs; • Conducts capital planning and investment prioritization and management; • Performs systems acquisition, development, and integration; • Undertakes e-Government initiatives to improve services to the public and government operations; • Develops and maintains enterprise architectures as blueprints to guide IT modernization; • Protects information and systems; Complies with the Privacy Act and related laws; • Minimizes of public “paperwork” burden associated with government’s information collection; • Implements and enforces records management policies and procedures; • Provides timely and equitable public access to information; • Complies with information access requirements outlined in the Paperwork Reduction Act, the

Freedom of Information Act, and related laws; and • Performs Agency statistical policy and coordination functions. The Office also oversees Agency knowledge management, maintaining and enhancing business practices through the timely exchange of international development techniques and information across the Agency and with stakeholders in foreign assistance and diplomacy. Outside the Immediate Office of the CIO, M/CIO roles are administered by 5 Divisions and 15 Branches, each with specific responsibilities for maintaining modern, secure, user-friendly technology support for USAID bureaus and global missions.

22

The Immediate Office of the CIO (M/CIO/OCIO) reviews and prioritizes all requests and demands for M/CIO IT support services, ensures that those services support the USAID mission, and provides management and oversight of all work efforts managed through the M/CIO organization. The Planning & Administration Division (M/CIO/PAD) is responsible for overall agency IT planning functions as well as the management, oversight, performance tracking and reporting of OCIO programs and projects. This Division includes three Branches: Program and Contract Management, Acquisition Management and Budget, and Capital Investment Planning. The Information and Process Management Division (M/CIO/IPM) is responsible for the development and management of standards, business process improvement, enterprise architecture, and system engineering. It leads IT governance and control boards, participates in committees that set the technical direction for the Agency, and communicates technology policies and business rules. This Division consists of three branches: Process & Quality Management, Enterprise Change Management, and Engineering Management. The IT Operations Division (M/CIO/ITO) is responsible for development, implementation, operation, and enhancement of enterprise business and infrastructure applications as per customer requirements as provided by the Engineering Branch. This division is also responsible for operating and maintaining USAID infrastructure and its components as well as USAID data administration functions. IT Operations consists of three branches: System Development, Infrastructure/Operations and Database Administration. The IT Service Delivery Division (M/CIO/ITSD) is responsible for providing sound project management discipline and integrated PMO for the management and delivery of USAID IT systems. This division is also responsible for maintaining effective continuous communication with its business stakeholders to ensure proper IT applicability. The division provides an interface to users via help desk support and user training, and maintains overall USAID knowledge resources and ensures interagency collaboration via knowledge management tools. The Information Assurance Division (M/CIO/IA) is responsible for overall IT security management, regulatory compliance, risk management and independent IT system audit functions. It is comprised of three Branches: Compliance and Risk Management, Security Operations, and Validation and Verification.

23

Office of Management Policy, Budget and Performance (M/MPBP)

M/MPBP is the Bureau for Management’s central unit for budget planning and implementation, policy formulation, performance monitoring and evaluation and administrative support services. It houses the Bureau for Management’s administrative services team. M/MPBP: • Manages the Agency’s operating expense (OE) budget; • Ensures that the Agency’s administrative and management services are provided in accordance with

established guidelines and policies; • Is responsible for Agency-wide management policy and performance functions; • Responds to Congressional inquiries and concerns on management issues and ensures compliance

with related legislative directives; and • Prepares senior Agency officials to testify before Congress about management issues.

In managing the budget function, M/MPBP prepares the Bureau’s budget submission, as well as the Agency’s annual OE budget submissions, and coordinates long and short term budget planning. This Office • Disperses resources and tracks their utilization, • Provides OE budget-related technical guidance and assistance to all Agency bureaus, and • Implements and monitors compliance with AA/M decisions on Bureau for Management allocation

and expenditure of resources. As appropriate, M/MPBP provides leadership, guidance and advice to the Bureau, and as indicated, to the Agency, on overall strategic direction, as well as monitors and promotes the effectiveness of management and technical programs by monitoring performance and by conducting program evaluations. In addition to the Office of the Director, which contains a communications function, the Office is comprised of four divisions. The Policy Division (M/MPBP/POL) interprets Agency programming policies, develops standard operating procedures and guidance, and coordinates the issuance of specific operational guidance to the Agency. The Division: • Issues guidance that defines the parameters of operation related to Federal law, Presidential

24

initiative or directive, and international agreements governing the use of foreign assistance; • Updates the Agency’s Automated Directive System (ADS) as it relates to program operations

guidance and procedures and monitors the work of operating units for compliance with program guidance; and

• Prepares Agency-level analyses of emerging issues, trends and patterns that support U.S. foreign assistance objectives and strategy.

The Division serves as the Bureau’s central unit for policy integration and coordination, ensuring that boundaries are established and consistent with the Agency’s approved strategic priorities and with implementation guidelines and resource allocation decisions. M/MPBP/POL leads the Agency’s efforts to coordinate management policy integration and to provide an Agency-wide perspective. Finally, this Division houses the competitive sourcing program for the Agency. The Budget Division (M/MPBP/BUD) prepares the Agency’s OE budget. It also prepares and oversees the budget justification, execution and status reporting. The Division ensures the compilation of financial data to enable effective performance measurement and management decision-making. M/MPBP/BUD plans, coordinates, evaluates, and advises senior Agency and Bureau for Management managers on the formulation, development, and execution of Agency-wide policies, planning and programming guidelines, objectives, and standards relating to Operating Expenses (OE), administrative expenses, and workforce budget. The Division: • Develops workforce budgets for presentation to senior Agency officials, the Office of

Management and Budget, and Congress; • Plans, develops and maintains automated budget systems and OE budget processes for all USAID

activities in Washington (including the Congressional Budget Justification (CBJ)), Operational Year Budget (OYB), and Congressional Notifications (CNs);

• Prepares Congressionally mandated reports; • Coordinates responses to Congressional inquiries regarding Agency budgetary activities and the

Agency use of financial resources; • Participates in the preparation of the annual Performance and Accountability Report (PAR); • Serves as the principal liaison on budget implementation issues; and • Provides support and resources for Phoenix users.

The Performance Division (M/MPBP/PERF) oversees management, planning and reporting, of performance monitoring and evaluation activities, ensuring Agency compliance with relevant legislative and OMB requirements. To monitor and evaluate the activities of the Agency, the Division coordinates and conducts a wide range of management assessments and program evaluations, using a variety of methods, including Field-based assessments, Desk studies, Secondary data analysis, and Evaluation syntheses. M/MPBP/PERF coordinates participates in the preparation of the Agency’s annual Performance and Accountability Report (PAR), and the Agency’s participation in OMB’s Performance Assessment Rating Tool (PART) process. This Division: • Facilitates the Bureau for Management’s strategic planning process, including program planning,

monitoring and evaluation; • Coordinates performance monitoring and evaluation activities with other offices within the Agency

25

and manages related support services (such as the evaluation mechanisms) • Provides monitoring and evaluation liaison with related agencies (e.g., State/RM and State/F) and

with other development donors and institutions; • Designs and conducts development experience workshops to communicate results of studies and

lessons learned; • Reviews and assesses management programs and management improvement proposals; and • Develops and applies innovative strategies to improve the performance of individuals,

organizations, and systems for the sustainable delivery of quality management services. This Division partners with other Agency Bureaus to develop and implement monitoring and evaluation procedures and strategies, as well as to develop and implement the Bureau for Management’s own analytical and evaluation projects. M/MPBP/PERF disseminates information on program outcomes and evaluation findings, and provides recommendations for enhancements. The Division helps Bureaus conduct sound and timely evaluation of services to ensure an efficient, effective process by which relevant management knowledge can be shared across the Agency. The Division also oversees and coordinates the activities of the President’s Management Agenda (PMA) and houses the Performance Improvement Initiative (PII) scorecard. The Administrative Management Division (M/MPBP/AMD) is responsible for the development and execution of the Bureau’s Operating Expense Budget and works with Bureau office directors in the preparation and presentation of their operating budgets. The Division: • Serves as the focal point for coordinating all administrative matters for the Bureau for

Management’s direct-hire and non-direct-hire staff; • Provides administrative support functions to the Bureau; and • Serves as liaison between Bureau offices and Agency service providers to facilitate and address

overall Bureau for Management requirements. The Division provides direct administrative and management support to the Bureau for Management, to include: • Designing and maintaining the Bureau and office organizational structures; and • Providing position and personnel management support, personnel security related services, office

systems and automation and general administrative support services. Under the “Manage-to-Budget” initiative this Division oversees and monitors the Bureau’s day-to-day financial activities, informing the Director of all activities which may become potentially disruptive to the Bureau’s daily functions. M/MPBP/AMD serves as the principal contact for Agency administrative operations and communicates with other Bureau Administrative Offices to ensure operational and administrative support services are provided in accordance with established organizational and Federal administrative statutes, policies, procedures and regulations. The Budget Process USAID’s annual budgets evolve in a precise cyclical sequence, spanning many years before budget

26

levels are finalized for an actual fiscal year’s operations. USAID and the State Department hold close consultations throughout the process. Note that each fiscal year (FY) begins on October 1 of the preceding calendar year; for example, FY 2013 runs from October 1, 2012, to September 30, 2013.

• Annual Report: Each winter, each USAID field mission submits a document that reports on

results achieved for the fiscal year just ended. At the same time, the mission requests a certain level of funding for the fiscal year beginning 20 months hence. The Annual Report includes an Operational Plan, which specifies the tactical procedures for implementing the mission’s strategy, provides a rationale for allocating resources, describes a three-year timeframe for the strategy, defines or revises strategic objectives and program components, and discusses special management concerns.

• Bureau Program and Budget Submission (BPBS): USAID’s Washington-based bureaus prepare BPBSs on the basis of the missions’ funding requests, their performance results, prevailing political factors, unspent funding, and other variables.

• Internal Budget Review: During the summer, USAID meets with bureaus and missions on their funding needs and prepares a consolidated request known as the Agency Budget Submission (ABS), which ensures that policy, program, management, budget, and strategic priorities have been addressed.

• ABS Submission to State Department and Office of Management and Budget (OMB): Another series of consultations takes place, this time between USAID and the State Department,

27

to review the ABS. By early September, a consolidated State-USAID foreign affairs request is transmitted to OMB.

• OMB Passback: By late November, OMB returns the ABS, now with OMB-approved budget levels, to USAID. After a round of meetings with OMB, a final budget level is decided and included in the President’s Budget, which is transmitted to Congress in early February.

• Congressional Budget Justification (CBJ): Using the President’s Budget, USAID prepares the CBJ, which includes detailed descriptions of the programs the Agency plans to fund during the next fiscal year.

• Operating Year Budget (OYB): After the appropriations bill has been passed and becomes law, USAID decides how to use the appropriated funds to conduct congressionally mandated activities and fund presidential initiatives (e.g., the Initiative to End Hunger in Africa) and other ongoing programs.

• 653(a) Report: USAID must submit a statement known as a 653(a) Report to Congress that shows how USAID plans to allocate its budget to each USAID mission. (Source for this section: U.S. Agency for International Development Primer)

28

Office of Management Services (M/MS)

The Office of Management Services (M/MS) provides logistical support services and administrative services in USAID/W. It is comprised of the Office of the Director and four Divisions. The Office of the Director (M/MS/OD) establishes policies, standards, and guidelines for administrative and logistical support services and oversees the development and provision of such services; and serves as the Agency's environmental executive, promoting an affirmative program for use of environmentally sound, energy-efficient products. M/MS/OD: • Conducts long-term planning for Agency facilities and other logistic and administrative support

requirements; • Administers the occupational safety, environmental health, emergency preparedness, recycling,

parking, and metrication programs; • Develops and directs the Agency's general administrative support services budget; • Prepares budgetary documentation and contracts; and • Performs related actions necessary to ensure program success. M/MS/OD manages the Federal Advisory Committee (FAC) and provides leadership and general direction to M/MS. The Headquarters Management Division (M/MS/HMD) provides project coordination for construction, space management and design, and relocation/consolidation activities, including moving property and personnel. M/MS/HMD • Manages real property; • Acquires, controls, and distributes personal and nonexpendable property; • Negotiates with private sector organizations and GSA on acquisition and leasing arrangements for

USAID/W real property; • Advises the senior property official in developing property management policies and programs; • Provides services for mail distribution, the diplomatic pouch, printing, graphics, and the

dissemination of classified documents; • Operates the USAID/W motor pool;

29

• Develops and implements the USAID/W copy management system and program; • Administers the Metrochek program; and • Establishes artistic standards for exhibits, publications, and graphic services, and controls Agency

exhibits. M/MS/HMD coordinates the Agency Occupational Safety and Health Program (OSHA); the employee environmental health and wellness program; and emergency preparedness through the development of policies and procedures and providing oversight of these functions. The Division encompasses the function entailed within the Emergency Preparedness Program, Continuity of Operations Plan (COOP), providing technical guidance and monitoring compliance with government policy. The Travel and Transportation Division (M/MS/TT) establishes USAID travel and transportation policies, provides policy guidance, and manages the travel of USAID employees and the transportation of personal and household effects. M/MS/TT: • Provides customer service by processing travel authorizations, visas, passports, and personal

property claims; • Assists employees in arranging for the movement of household effects, consumables,

unaccompanied air baggage, and vehicles; • Manages the Travel Management Center, and E2 Travel System.

The Information and Records Division (M/MS/IRD) provides technical and policy direction and training in the areas of records management, directives development and dissemination, mandatory and systematic declassification, information collection activities, reports and correspondence management, the Privacy Act (PA), and the Freedom of Information Act (FOIA). M/OMS/IRD is the central processing point for PA and FOIA requests received by the Agency and for the publication of Agency Federal Register notices. The responsibility of the Federal Advisory Committee (FAC) also falls under M/OMS/IRD. Its purpose is to oversee the establishment, use, management, and termination of the Federal advisory, USAID-chaired inter-agency and internal committees. The Overseas Management Division (M/MS/OMD) supports the management functions that underpin USAID’s field offices overseas and are generally managed by Backstop 03, Executive Officers. In that effort, M/MS/OMD serves as the business advisor to AA/M and M Bureau Offices in promulgating sound management choices. M/MS/OMD represents the field at senior and working levels with several organizations outside USAID regarding numerous administrative management issues that impact field offices; USAID at the Interagency Working Group of the International Cooperative Administrative Support Services (ICASS) to ensure equity in financial and administrative dealings with State and other agencies participating in ICASS; and the Agency with the Department of State, Bureau of Administration, to ensure that USAID operational management standards and needs are represented in interagency regulations and procedures. M/MS/OMD represents field Missions and regional Bureaus with the Department of State, Overseas Building Operations, by providing the appropriate office and residential space needs for employees overseas. M/MS/OMD: • Formulates policies on the technical qualifications, recruitment, performance, training, and retention

30

of all Executive Officer (EXO) personnel and recommends assignment of EXOs; • Arranges for coverage of gaps in EXO positions with temporary personnel and oversees and

manages the selection, development, orientation, and training of newly appointed EXOs and new entry professionals (NEPs);

• Provides assistance to geographic Bureaus in opening or closing overseas Missions; • Evaluates Mission administrative and logistics services through periodic on-site reviews; • Conducts periodic training for U.S. and Foreign Service National (FSN) staff on operational

management topics such as ICASS, motor pool, and warehousing; and • Works with the field Missions to establish standards, policies, and procedures for overseas Mission

operations and for the use of overseas administrative resources. M/MS/OMD provides guidance and support for all administrative management personnel overseas; advises and counsels Missions on the establishment and implementation of enhanced technology and administrative systems; manages overseas nonexpendable property; and serves as the operational manager of the Agency's overseas real property program (FAA 636c) and the revolving fund.

Section III. Reference Information

Agency History When the United States Agency for International Development (USAID) was created, it brought together several existing foreign assistance organizations and programs. Until then, there had never been a single agency charged with foreign economic development, so with the passage of the Foreign Assistance Act of 1961 by Congress, U.S. foreign assistance activities underwent a major transformation. Leading this transformation was President John F. Kennedy, who recognized the need to unite development into a single agency responsible for administering aid to foreign countries to promote social and economic development. On November 3, 1961, USAID was born and with it a spirit of progress and innovation. November 3, 2011 marked USAID’ 50th Anniversary of providing U.S. foreign development assistance from the American people. Our workforce and USAID's culture continues to serve as a reflection of core American values--values that are rooted in a belief for doing the right thing.

Early International Development Efforts The modern-day concept of international development assistance took shape after World War II ended in 1945. George C. Marshall, the Secretary of State from 1947 to 1949 provided significant financial and technical assistance to Europe after the war. Famously known as the Marshall Plan, this was a successful effort that allowed Europe to rebuild its infrastructure, strengthen its economy, and stabilize the region. International Aid Becomes Foreign Policy Building on the success of the Marshall Plan, President Harry S. Truman proposed an international development assistance program in 1949. The 1950 Point Four Program focused on two goals: creating markets for the United States by reducing poverty and increasing production in developing countries and diminishing the threat of communism by helping countries prosper under capitalism From 1952 to 1961, programs supporting technical assistance and capital projects continued as the primary form of U.S. aid, and were a key component of U.S. foreign policy. During this time, government leaders established various precursor organizations to USAID, including the Mutual Security Agency; Foreign Operations Administration; and International Cooperation Administration. International Aid in the 1960s: An Agency is Born In 1961, President Kennedy signed the Foreign Assistance Act into law and created USAID by executive order. Once USAID got to work, international development assistance opportunities grew tremendously. The time during the Kennedy and Johnson administrations became known as the “decade of development.” International Aid in the 1970s: A Shift to Basic Human Needs In the 1970s, the USAID began to shift its focus away from technical and capital assistance programs. Instead, U.S. development assistance stressed a “basic human needs” approach, which focused on: food and nutrition, population planning, health, education, and human resources development.

International Aid in the 1980s: A Turn to Free Markets In the 1980s, foreign assistance sought to stabilize currencies and financial systems. It also promoted market-based principles to restructure developing countries' policies and institutions. During this decade, USAID reaffirmed its commitment to broad-based economic growth, emphasizing employment and income opportunities through a revitalization of agriculture and expansion of domestic markets. In this decade, development activities were increasingly channeled through private voluntary organizations (PVOs), and aid shifted from individual projects to large programs. International Aid in the 1990s: Sustainability and Democracy In the 1990s, USAID’s top priority became sustainable development, or helping countries improve their own quality of life. During this decade, USAID tailored development assistance programs to a country's economic condition, which meant that: developing countries received an integrated package of assistance; transitional countries received help in times of crisis; and countries with limited USAID presence received support through nongovernmental organizations (NGOs). USAID played a lead role in planning and implementing programs following the fall of the Berlin Wall in 1989. USAID programs helped establish functioning democracies with open, market-oriented economic systems and responsive social safety nets. International Aid in the 2000s: War and Rebuilding The 2000s brought more evolution for USAID and foreign assistance with government officials once again calling for reform of how the agency conducts business. With the Afghanistan and Iraq wars in full swing, USAID was called on to help those two countries rebuild government, infrastructure, civil society and basic services such as health care and education. The Agency began rebuilding with an eye to getting the most bang out of its funding allocations. It also began an aggressive campaign to reach out to new partner organizations – including the private sector and foundations – to extend the reach of foreign assistance. Today, USAID staff work in more than 100 countries around the world with the same overarching goals that President Kennedy outlined 50 years ago – furthering America's foreign policy interests in expanding democracy and free markets while also extending a helping hand to people struggling to make a better life, recover from a disaster or striving to live in a free and democratic country. It is this caring that stands as a hallmark of the United States around the world. (Source: USAID Website)

How USAID Is Organized Headquarters In Washington, D.C., USAID’s geographic, functional, and central bureaus are responsible for coordinating the Agency’s activities and supporting implementation of programs overseas. Independent offices support crosscutting or more limited services.

The Bureau for Management and the USAID Organization

The geographic bureaus are: Africa, Asia, Middle East, Latin American and the Caribbean, Europe and Eurasia, and the Office of Afghanistan and Pakistan Affairs. There are four functional bureaus that support the geographic bureaus and offices*: • Bureau for Democracy, Conflict, and Humanitarian Assistance (DCHA): democracy and

governance, conflict management and mitigation, and humanitarian assistance; • Bureau for Economic Growth, Education, and Environment (E3): economic growth, trade

opportunities, technology, education, and environment/ natural resource development; • Bureau for Global Health (GH): global health challenges, such as maternal and child health and

HIV/AIDS • Bureau for Food Security (BFS): agricultural productivity and addressing hunger. Central bureaus include: • Bureau for Policy, Program, and Learning (PPL): oversees all program, policy, and development

and promotes a learning environment • Bureau for Management (M): administers centralized support services for the Agency’s worldwide

operations • Bureau for Foreign Assistance (FA): provides strategic planning, regional coordination, and

program budget formulation in coordination with PPL and Office of Budget and Resource Management (BRM);

• Bureau for Legislative and Public Affairs (LPA): manages the Agency’s outreach programs to promote understanding of USAID’s mission and programs

In addition to these bureaus, USAID has nine independent offices that are responsible for discrete Agency functions that include human capital management, diversity programs, security, and partnerships. These offices are: The Office of the Executive Secretariat; The Office of Civil Rights and Diversity; The Office of the General Counsel; The Office of Small Disadvantaged Business Utilization; The Office of Security; The Office of Innovation and Development Alliances; The Office of Human Resources and The Office of Budget and Resource Management. The Office of Inspector General (OIG) reviews the integrity of Agency operations through audits, appraisals, investigations, and inspections. Overseas USAID’s overseas organizational units are known as field missions. • The U.S. Ambassador serves as the Chief of Mission for all U.S. Government agencies in a given

country and all USAID operations fall under its authority. • The USAID Mission Director or Representative, as the USAID Administrator’s representative and

the Ambassador’s prime development advisor, is responsible for USAID’s operations in a given country or region and also serves as a key member of the U.S. Government’s “country team.”

• USAID missions operate under decentralized program authorities, allowing them to design and implement programs and negotiate and execute agreements.

Missions conduct and oversee USAID’s programs worldwide, managing a range of diverse multi-sector programs in developing countries. • The Mission Director directs a team of contracting, legal, and project design officers; financial

services managers; and technical officers. • Bilateral and regional missions work with host governments and NGOs or other partner

organizations to promote sustainable economic growth, meet basic human needs, improve health, mitigate conflict, and enhance food security.

• All missions provide assistance based on integrated strategies that include clearly defined program objectives and performance targets.

(Source: Agency Financial Report FY 2012)

Workforce Staffing Levels As of September 2011 there were about 3,500 USAID employees, divided about evenly between Washington, D.C. and overseas. Contractors, personal service contractors and foreign service nationals also support the mission. (Source: Congressional Budget Justification FY 2013)

Frequently Used Terms

-A-

• Accounts Receivable: Consist of amounts due mainly from foreign governments but also from other Federal agencies and private organizations.

• Agency Costs: USAID costs of operations are comprised of program and operating expenses. • Alternative development: A type of integrated development used in counternarcotics programs.

It encompasses cross-cutting activities (employment, infrastructure, governance, etc.) that benefit families and communities in drug production areas, helping to motivate farmers to stop producing drug crops.

• Authority: In USAID, the legal power to perform particular tasks or, in certain cases, to disregard particular prohibitions in carrying out a foreign assistance program.

• Automated Directives System (ADS): A continually updated reference consolidating all federal statutes and regulations relevant to USAID’s work.

-B-

• Backstop: The skill category of a particular position in USAID (e.g., country director, contracts

officer); also, the numeric code used to identify a skill category. • Bilateral Missions: Missions only occurring between two nations. • Branding: Use of a combination of required design elements, in USAID’s case including a logo,

tagline, seal, specified colors, and photo and layout guidelines, to help make its publications and products easily recognizable to beneficiaries, partners, and the public.

• Budget Support: The transfer of resources directly to a recipient country for its general development purposes. The resources, which are not tied to specific donor projects, support achievement of agreed- upon goals and objectives and are intended to activate and nurture host-government allocation, procurement, and accounting systems. General budget support is provided to a country’s budget as a whole, while sector budget support is provided to the budget of a specific sector.

-C-

• Cadre: A nucleus or core group especially of trained personnel able to assume control and to

train others. • Capacity building: A process whereby people, organizations, and society as a whole are

enabled to strengthen, create, improve, adapt, or maintain their abilities to manage their affairs, through training, mentoring, networking, and improvements in equipment, infrastructure, programs, and organizational structure.

• Capital Investment Fund: Contains no-year (non-expiring) funds to provide the Agency with greater flexibility to manage investments in technology systems and facility construction.

• Capital Leases: Consist of rental agreements entered into by missions for warehouses, parking lots, residential space, and office buildings. These leases are one year or more in duration.

• Civil society: A collective term for nongovernmental, mostly nonprofit groups (civic,

educational, trade, labor, charitable, media, religious, recreational, advocacy, etc.) that help their society at large function while working to advance their own or others’ wellbeing.

• Closeout: The actions taken upon a project’s completion or termination. These actions usually include, but are not limited to, assessment, closure, lessons learned, and archival.

• Cognizant Technical Officer (CTO): The USAID official responsible for administering a contract and seeing that the contractor’s performance meets the contract’s technical requirements and quality standards.

• Complex emergency: A disaster, usually long-term, combining political, military, and humanitarian problems in a way that hinders relief efforts.

• Congressional Budget Justification (CBJ): An annual document giving the context, objectives, approach, and anticipated spending for USAID’s activities in the upcoming fiscal year; includes detailed descriptions of the planned programs.

• Consolidated: The combining of two or more findings. • Contingency: An existing condition, situation or set of circumstances involving uncertainty as to

possible gain or loss to USAID. • Contract: A legal instrument for the purchase of services, equipment, or commodities according

to a specified scope of work. • Contracting Officer (Or Agreement Officer): A USAID officer with delegated authority to

enter into, administer, and terminate contracts (or agreements) and make related determinations and findings.

• Contracting Technical Officer (CTO): The USAID official responsible for administering a contract and seeing that the contractor’s performance meets the contract’s technical requirements and quality standards.

• Contractor: A nongovernment organization or person acting as an agent of USAID and carrying out a scope of work specified by USAID.

• Cooperative Agreement: A legal instrument for awarding funds to a recipient--usually a nonprofit organization or an educational institution--to accomplish a specified public purpose in a situation where substantial involvement by USAID is anticipated.

• Cost-Reimbursement Contracts: Allow for payment of allowable incurred costs, but put a heavy burden on USAID operating units to provide the monitoring necessary to provide reasonable assurance that funds are being used efficiently and desired outcomes are achieved.

• Credit guarantee: A financial tool used in developing countries to encourage private investment in projects and businesses that do not have access to credit. USAID covers up to 50 percent of principal on these investments in case of default.

• Cumulative Results of Operations: Reflects the net difference between expenses and losses as well as financing sources, including appropriations, revenues and gains, since the inception of the activity.

-D-

• Deobligation: The cancellation or downward adjustment of a previously recorded obligation. • Deposit Funds: Established for: amounts received for which USAID is acting as a fiscal agent

or custodian; unidentified remittances; monies withheld from payments for goods or services received; or monies held waiting for distribution on the basis of legal determination.

• Development assistance: Programs, projects, and activities carried out by USAID that improve the lives of the citizens of developing countries while furthering U.S. foreign policy interests in expanding democracy and promoting free market economic growth.

• Direct-Hire Employee: A career employee of USAID, as opposed to a contractor. • Disbursement: Money paid out or spent.

-E-

• Earmark: A provision of law requiring USAID to spend minimum amounts from certain

accounts for specific purposes or in specific countries. • Ending Balance: The agency’s year-end balance. • Enterprise Funds: Independent organizations designed to encourage public-private sector

investments and finance in countries transitioning from a centrally planned to a free market economy. Funds are governed by a private-sector board of directors, but with U.S. government oversight of their operations.

-F-

• Federal Acquisition Regulation (FAR): A continuously updated document codifying uniform

policies for federal agencies acquiring supplies and services. Supplemented for USAID purposes by AIDAR, the USAID Acquisition Regulation.

• Field mission: USAID unit operating outside the United States; may work in a single country (bilateral mission) or in a number of countries in a geographic area (regional mission or regional hub). Regional missions help with USAID programs in countries within their area and may also conduct their own development projects.

• Fiscal year (FY): The 12 months over which a budget is programmed; the U.S. government’s begins October 1 of one calendar year and ends on September 30 of the next.

• Foreign service national (FSN): A professional recruited to work with a USAID field mission; usually a FSN is from the host country.

• Fragile States: Countries, mostly low-income, where instability and weak governance undermine chances for long-term development. May be categorized as either in crisis or vulnerable.

-G-

• Governance: The process in which a political unit’s citizens and decisionmakers interact to

administer the unit, e.g., choose governments, express policy preferences, select policy, enact laws, and create governmental and nongovernmental institutions.

• Grant: A legal instrument for awarding funds to a recipient--usually a non-profit organization or an educational institution--to accomplish a specified public purpose in a situation where substantial involvement by USAID is not anticipated.

-I-

• Indicator (performance indicator): A particular characteristic or dimension used to track progress toward fulfillment of a strategic objective and to measure actual results compared with expected results.

• Infrastructure: The public systems, services, and facilities needed for a country’s economic activity, such as water supply, roads, communications networks, and schools.

• Integrated Development (Integrated Strategy): A development approach that looks beyond individual projects to cross-cutting, broad, systemic activities that create or exploit synergies to achieve the goals of an operating unit’s strategic plan.

-L-

• Leader with associate: A mechanism that allows a USAID mission to propose and manage a

subsidiary (associate) agreement that piggybacks onto a larger (leader) contract or cooperative agreement.

• Leverage: The power to act effectively. • Liabilities: Represent the amount of monies or other resources that are likely to be paid by

USAID as the result of transactions or events that have already occurred.

-M-

• Marginalized Regions: Areas relegated to a lower or outer edge, as of specific groups of people. • Mega Mission: Missions that are necessary for exceptional programs that have several hundred

staff supporting the effort. These teams contain personnel from USAID, Departments of State and Defense, and others to work to achieve program objectives and performance targets.

• Multilateral Entities: Involving or participated in by two or more parties.

-N-

• Net Outlays: Number that reflects the disbursements net of offsetting collections and distributed offsetting receipts.

• Net Position: The residual difference between assets and liabilities. It is composed of unexpended appropriations and cumulative results of operations.

• Nongovernmental Organizations (NGOs): Voluntary nonprofit organizations based in developing countries or regions.

• Notwithstanding authorities: Provisions allowing specific programs (e.g., di- saster assistance, child survival, democratization, food aid) to be implemented without regard to (“notwithstanding”) certain legal restrictions.

-O-

• Obligation: A binding agreement that budgeted funds may be spent.

-P-

• Partner Data: Any data compiled by USAID implementing partners but collected from other sources.

• Primary Data: Any data collected by USAID or where collection is funded by USAID. • Private Voluntary Organizations (PVOs): Non-profit groups having chiefly charitable,

scientific, educational, or service aims. Most of the PVOs USAID works with are U.S.-based, but some are international.

• Program Component: A set of related activities conducted to make progress toward a particular USAID strategic objective. USAID employs 40 components in nine sectoral areas.

• Public International Organizations: Organizations whose members are chiefly governments (including the United States), such as the UN and the World Bank.

• Public Law 480 Title II (PL 480): The name of the legal authority for U.S. international food aid, and by extension, the name of USAID’s food aid program (for which funds are channeled through the Department of Agriculture).

• Public-Private Alliance: A partnership in which USAID joins with a private sector firm or firms to pursue a development goal; may also include non-profits, educational institutions, other government agencies, etc.

-R-

• Residual Funds: An amount remaining from an investment after the payment of all operating

expenses, debt service, reserve funds, and income taxes. • Resolved: The total number of material weaknesses that have dropped below the level of

materiality in the current year. • Responsibility Segment: The component that carries out a mission or major line of activity, and

whose managers report directly to top management. • Revolving Funds: Established by law to finance a continuing cycle of operations.

-S-

• Scope Of Work: A statement that spells out the exact nature of a purchase of services or goods,

specifies when and where it is to be delivered, and gives other particulars as needed (e.g., cost, special supplier qualifications).

• Sector: A broad area of social or economic activity, e.g., agriculture, education, health, or governance.

• Stakeholders: Interested parties to a development effort; examples include citizen beneficiaries, government actors, and local advocacy groups.

• Steering Committee: An advisory committee made up of high level stakeholders or experts who provide guidance on key issues, policies, and procedures.

• Strategic Objective (SO): The most significant development result achievable within the time period of a unit’s strategic plan. Strategic objectives set out the context of specific USAID activities, as well as the standards for their success.

• Strategic Objective Agreement (SOAg): A formal agreement between USAID and a foreign government about undertaking specific development activities, detailing timeframe, results, results measures, resources, responsibilities, and estimated contributions of involved parties.

• Strategic Plan: A document used to describe, give the rationale for, and obtain approval of one or more strategic objectives to be implemented by an operating unit.

• Synergies: The interaction of two or more agents or forces so that their combined effect is greater than the sum of their individual effects.

-T-

• Technical Assistance: The provision of know-how in the form of personnel, training, and

research, along with support for associated costs, to augment the technical knowledge, skills, or productive capacity of the recipient country.

• Third-Party Source Data: Any data from other government agencies or development organizations.

• Transformational Development: Development based on fundamental changes in institutions of governance, human capacity, and economic structure that enable a country to make and sustain further economic and social progress without depending upon foreign aid.

• Transition Initiatives: Actions taken to provide fast, flexible, short-term assistance targeted at key political transition and stabilization needs in post-conflict or post-disaster conditions.

• Transnational: Cross-border, regional, multinational, or global; this term is applied to both problems and programs.

• Trust Funds: Credited with receipts generated by the terms of the trust agreement or statute.

-U-

• Umbrella Memorandum of Understanding: A document describing a bilateral or multilateral agreement between parties. It expresses a convergence of will between the parties, indicating an intended common line of action.

• Unexpended Appropriations: The portion of appropriations represented by undelivered orders and unobligated balances.

(Source: U.S. Agency for International Development Primer and Agency Financial Report FY 2012)

Acronyms

AMS ........................Administrative Management Services APQC .....................American Productivity Quality Council B/IO ........................Bureaus and Independent Offices BFR.........................Business Function Review BFS .........................Bureau for Food Security BPI ..........................Business Process Improvement BPR........................Business Process Review BRM .......................Office of Budget and Resource Management CF ...........................Central Function COOP .....................Continuity of Operations Plan CS ...........................Civil Service DAA ........................Deputy Assistant Administrator DCHA .....................Bureau for Democracy, Conflict and Humanitarian Assistance DOS ........................Department of State E&E ........................Bureau for Europe and Eurasia EEO ........................Equal Employment Opportunity EGAT .....................Bureau for Economic Growth, Agriculture, and Trade EMS ........................Executive Management Staff ES ............................Executive Secretariat ESS .........................Employee Self-Service EXO ........................Executive Officer FA ...........................Bureau for Foreign Assistance FOIA.......................Freedom of Information Act FS ............................Foreign Service FTE .........................Full-Time Equivalent FY ...........................Fiscal Year GC...........................Office of the General Counsel GH ..........................Bureau for Global Health GS ...........................General Schedule HCAAF ..................Human Capital Assessment & Accountability Framework HR LoB ..................Human Resources Line of Business IT ............................Information Technology LAC ........................Bureau for Latin America and the Caribbean LPA.........................Bureau for Legislative and Public Affairs M .............................Bureau for Management M/CFO ...................Bureau for Management/Office of the Chief Financial Officer M/CIO ....................Bureau for Management/Office of the Chief Information Officer M/MPBP ................Bureau for Management/Office of Mgmt. Policy, Budget and Performance M/MS ......................Bureau for Management/Office of Management Services M/OAA ...................Bureau for Management/Office of Acquisition and Assistance MCC .......................Millennium Challenge Corporation ME ..........................Bureau for Middle East MSS ........................Manager Self-Service

MtB .........................Manage-to-Budget OAPA .....................Office of Afghanistan and Pakistan OCRD .....................Office of Civil Rights and Diversity ODP ........................Office of Development Partners OFBCI ....................Office of Faith-Based and Community Initiatives OHR .......................Office of Human Resources OMB .......................Office of Management and Budget OPM .......................Office of Personnel Management OSDBU ...................Office of Small Disadvantaged Businesses Utilization PPL .........................Bureau for Policy, Planning, and Learning PSC .........................Personal Service Contractor SEC .........................Office of Security SOPs .......................Standard Operating Procedures USAID ....................United States Agency for International Development